Scalability and Sustainability of Business Models in Circular, Sharing and Networked Economies [1 ed.] 1527546098, 9781527546097

Table of contents :
Table of Contents
List of Illustrations
List of Tables
Introduction
1 Technological progress and management studies • Bogdan Nogalski, Arkadiusz Rokicki
2 Network relationships in achieving Sustainable Development Goals • Joanna Dzieńdziora, Magdalena Wrobel, Dawid Żebrak
3 Development of business models and their key components in the contextof cyber-physical production systems in Industry 4.0 • Bożena Gajdzik
4 Maturity of Relational Sales and customer service in the innovative enterprises sector: the basis for constructing a business model • Wioletta Wereda, Jacek Woźniak
5 CSR - a direction for the sustainable development of small and medium-sized enterprises. Current research trends in light of selected literature • Małgorzata Smolarek, Monika Sipa
6 The relationship between the monetisation and profitability of digital business models • Marek Jabłoński
7 Sustainable marketing mix of pharmaceutical companies • Magdalena Syrkiewicz-Świtała, Rafał Switała, Piotr Romaniuk, Joanna Kobza, Ewa Ptak
8 Tokenisation as the specific digitalisation of business models • Marek Jabłoński, Piotr Janulek
9 Thermodynamic equilibrium in a small family business • Piotr Barczak
10 Factors, mechanisms and actions supporting the restructuring process • Łukasz Makowski, Tomasz Grzegorzyca
11 Analysis of the Restructuring • Łukasz Makowski, Tomasz Grzegorzyca
12 Formation of a state institution on the basis of a process analysis -The concept of the institution of cadastre • Bogdan Nogalski, Adam Klimek, Joanna Czerska, Agnieszka Szpitter

Citation preview

Scalability and Sustainability of Business Models in Circular, Sharing and Networked Economies

Scalability and Sustainability of Business Models in Circular, Sharing and Networked Economies Edited by

Adam Jabłoński and Marek Jabłoński

Scalability and Sustainability of Business Models in Circular, Sharing and Networked Economies Edited by Adam Jabłoński and Marek Jabłoński This book first published 2020 Cambridge Scholars Publishing Lady Stephenson Library, Newcastle upon Tyne, NE6 2PA, UK British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Copyright © 2020 by Adam Jabłoński, Marek Jabłoński and contributors All rights for this book reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. ISBN (10): 1-5275-4609-8 ISBN (13): 978-1-5275-4609-7

TABLE OF CONTENTS

List of Illustrations .................................................................................... vii List of Tables .............................................................................................. ix Introduction ................................................................................................. 1 Chapter 1 ..................................................................................................... 9 Technological progress and management studies Bogdan Nogalski, Arkadiusz Rokicki Chapter 2 ................................................................................................... 51 Network relationships in achieving Sustainable Development Goals -RDQQD']LHĔG]LRUD0DJGDOHQD:UyEHO'DZLGĩHEUDN Chapter 3 ................................................................................................... 73 Development of business models and their key components in the context of cyber-physical production systems in Industry 4.0 %RĪHQD*DMG]LN Chapter 4 ................................................................................................... 95 0DWXULW\RIUHODWLRQDOVDOHVDQd customer service in the innovative enterprises sector: the basis for constructing a business model :LROHWWD:HUHGD-DFHN:RĨQLDN Chapter 5 ................................................................................................. 121 CSR - a direction for the sustainable development of small and mediumsized enterprises. Current research trends in light of selected literature 0DáJRU]DWD6PRODUHN0RQLND6LSD Chapter 6 ................................................................................................. 134 The relationship between the monetisation and profitability of digital business models 0DUHN-DEáRĔVNL

vi

Table of Contents

Chapter 7 ................................................................................................. 150 Sustainable marketing mix of pharmaceutical companies 0DJGDOHQD6\UNLHZLF]-ĝZLWDáD5DIDáĝZLWDáD3LRWU5RPDQLXN -RDQQD.RE]D(ZD3WDN Chapter 8 ................................................................................................. 168 Tokenisation as the specific digitalisation of business models 0DUHN-DEáRĔVNL3LRWU-DQXOHN Chapter 9 ................................................................................................. 179 Thermodynamic equilibrium in a small family business 3LRWU%DUF]DN Chapter 10 ............................................................................................... 202 Factors, mechanisms and actions supporting the restructuring process àXNDV]0DNRZVNL7RPDV]*U]HJRU]\FD Chapter 11 ............................................................................................... 227 $QDO\VLVRIWKHUHVWUXFWXULQJSURFHVVRI3RF]WD3ROVND6$ àXNDV]0DNRZVNL Tomasz Grzegorzyca Chapter 12 ............................................................................................... 244 Formation of a state institution on the basis of a process analysis The concept of the institution of cadastre Bogdan Nogalski, Adam Klimek, Joanna Czerska, Agnieszka Szpitter

LIST OF ILLUSTRATIONS Fig. 1-1. Evolution of the development of organisational and management studies ............................................................................. 12 Fig. 1-2. Innovations from the 15th to 18th centuries as per S. Lilley. ........ 17 Fig. 1-3. Link between technological progress and management as a field of study ................................................................................. 21 Fig. 2-1. Network relationships in achieving the Sustainable Development Goals.............................................................................. 62 Fig. 2-2. SDG Index of the EU countries .................................................. 66 Fig. 2-3. The degree of implementation of the Sustainable Development Goals by the EU countries ................................................................... 67 Fig. 3-1. 5C architecture of the business model for &36 í an overview of the system ........................................................................................ 77 Fig. 3-2. The place of business models in Industry 4.0 ............................. 78 Fig. 3-3. The place of business models in &336 ....................................... 79 Fig. 3-4. The place of business models in &336 in the context of the value chain ................................................................................. 81 Fig. 3-5. The place of business models in &336 in the context of the supply chain ............................................................................... 82 Fig. 3-6. Hybrid value in business models in &336 .................................. 85 Fig. 3-7. Hybrid value in co-creation business models in &336 ............... 86 Fig. 3-8. 6C architecture of business models in &336 .............................. 86 Fig. 3-9. Hybrid business model of &336 key components ..................... 87 Fig. 4-1. Relational sales model in a contemporary innovative enterprise based on building customer relationships.......................... 102 Fig. 4-2. 3URFHVV of creating the maturity of relational sales as a component of a business model ......................................................... 117 Fig. 5-1. Number of academic publications on corporate social responsibility (1972-2018) ................................................................. 126 Fig. 5-2. Top 10 research areas by CSR VXEMHFW (2000-2018 in the Scopus database [%]) ......................................................................... 128 Fig. 5-3. Number of academic publications on corporate social responsibility and small & medium enterprises (2000-2018) ............ 128 Fig. 6-1. The continuous monetisation curve. ......................................... 137 Fig. 6-2. Sources and mechanisms for scalable digital business models ................................................................................................ 139 Fig. 6-3. Data 0RQHWLVDWLRQ Scenarios .................................................... 141

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List of Illustrations

Fig. 6-4. The financial triad of the sharing economy business model ..... 145 Fig. 8-1. Enterprise in the blockchain-based ecosystem of information (source: own) ..................................................................................... 175 Fig. 9-1. Components of synergistic action ............................................. 183 Fig. 9-2. Social idleness........................................................................... 188 Fig. 9-3. Suitcase scale ............................................................................ 190 Fig. 9-4. The number of micro, small, medium and large companies in 3RODQG ............................................................................................ 191 Fig. 9-5. Accidental falling asleep ........................................................... 195 Fig. 9-6. A. 0RUQLQJ and evening EEG images, Gamma 2. .................... 195 Fig. 9-7. 3K\VLFDO effort- Gamma 2. ........................................................ 196 Fig. 9-8. Joint effort ................................................................................. 196 Fig. 9-9. A friendly family embrace ........................................................ 197 Fig. 10-1. 3URFHVV approach to organisation management. ...................... 216 Fig. 11-1. Annual revenues from pallet shipments in 2012-2014 (million ]á ......................................................................................... 237 Fig. 12-1. Structure of geodetic and cartographic service ....................... 249 Fig. 12-2. Correlation between *'3 and the number of registered works................................................................................................. 256 Fig. 12-3. Assortment structure of work undertaken ............................... 257 Fig. 12-4. The process of ownership rights transfer. ............................... 262 Fig. 12-5. Investment process .................................................................. 264 Fig. 12-6. Direction of change ................................................................. 267 Fig. 12-7. 0RGLILHG transfer process of ownership rights ........................ 268 Fig. 12-8. Verification of the entries of Rights and Boundaries .............. 269 Fig. 12-9. Single institutional option of transferring ownership rights .... 270 Fig. 12-10. $GMXVWHG investment process ................................................. 271 Fig. 12-11. Structures in other countries – research ................................ 273 Fig. 12-12. The concept of the support system for an investor – configuration of institutions and flow of information ........................ 274 Fig. 12-13. The structure of a segment of administration ........................ 279

LIST OF TABLES

Table 1-1. Industrial revolutions................................................................ 13 Table 1-2. 0DMRU inventions of the 2nd industrial revolution ..................... 20 Table 1-3. Relationship between contemporary management methods and technological progress ................................................................... 31 Table 1-4. The context of the fourth industrial revolution......................... 36 Table 1-5. The relationship between technological progress and management milestones ....................................................................... 39 Table 2-1. The 17 Sustainable Development Goals................................... 57 Table 2-2. The analysis of the level of implementation of the Sustainable Development Goals by countries of the European Union .................... 64 Table 4-1. Selected definitions of the business model ............................... 98 Table 4-2. Selected definitions of relationship marketing ....................... 100 Table 4-3. Relational sales techniques used in innovative enterprises .... 103 Table 4-4. Criteria for description of the research sample (N=100) ........ 106 Table 4-5. Alfa Cronbach factor for 560,.............................................. 108 Table 4-6. 0DLQ factors in the area of relational selling (sales) maturity .............................................................................................. 108 Table 4-7. .02 sample adequacy and Bartlett test ................................ 110 Table 4-8. Two main components of the Relational Selling 0DWXULW\ Index .................................................................................................. 110 Table 4-9. Descriptive statistics for 560, .............................................. 111 Table 4-10. Statistics of Friedman’s test and average ranks for 560, components ........................................................................................ 111 Table 4-11. Statistics of Friedman’s test and average ranks for each factor of 560, ................................................................................... 112 Table 4-12. Alfa Cronbach factor for CSCI ............................................ 112 Table 4-13. 0DLQ factors in the area of customer service ........................ 113 Table 4-14. .02 sample adequacy and Bartlett test .............................. 113 Table 4-15. One component of the Customer Service Complexity Index .................................................................................................. 114 Table 4-16. Descriptive statistics for CSCI ............................................. 114 Table 4-17.Statistics of Friedman’s test and average ranks for each factor of CSCI .................................................................................... 115 Table 4-18. Correlation between 560, and CSCI .................................. 116 Table 5-1. The five dimensions of CSR definition .................................. 123

x

List of Tables

Table 5-2. 0DLQ countries of origin of published documents on CSR (2000-2018 in the Scopus database [%]) ........................................... 127 Table 5-3. Top VXEMHFW areas by CSR VXEMHFW (2000-2018 in the Scopus database [%]) ..................................................................................... 129 Table 5-4. 0DLQ countries of origin of published documents by CSR VXEMHFW (2000-2018 in the Scopus database [%]) ............................... 130 Table 6-1. 7 Business 0RGHOV for 0RQHWLVLQJ Digital Content. .............. 143 Table 8-1. Added value generated by tokenisation.................................. 173 Table 9-1. List of ranges and amplitudes of rhythms .............................. 192 Table 10-1. Anti-crisis SURMHFWV .............................................................. 206 Table 10-2. Rescue restructuring of the enterprise - definition and characteristics..................................................................................... 209 Table 10-3. Developmental restructuring of the enterprise - definition and characteristics. ............................................................................. 210 Table 10-4. Differences between traditional management and lean management. ...................................................................................... 219 Table 11-1. Number of 3RF]WD 3ROVND outlets in 2012-2015. .................. 233 Table 11-2. Number of mailboxes in 3RODQG by urban and rural areas... 234 Table 12-1. Employment and Expenditure and revenues 3/1 million) .............................................................................................. 250 Table 12-2. Dimensions of cadastral administration structure ................ 278

INTRODUCTION The mechanisms of the functioning of the present economy are diametrically different than they were a few years ago. New technologies and total digital transformation have opened up new spaces, not only for the development of companies, but many sectors of the economy as well. It determines the new spaces and dimensions of modern business. Being on the boundary of the real and virtual worlds, companies have begun to search for the best possible solutions to achieve a high level of effectiveness, in particular in the digital business ecosystem. The new shape and image of technology brought about by the next generation of Industry 4.0 set out a new path, not only to achieving competitive advantages, but also mutual exchange and cooperation. New economies have emerged in this environment. The network economy based on the network paradigm has become particularly important, mainly due to the ever-stronger position and role of network societies. This is where companies began to search for efficiency and effectiveness in business. The consequence of such strategic thinking was that companies strove to obtain results related to the network effect. At the same time, the pursuit of dynamic growth and ownership of large resources has ceased to matter. The borderless business world increasingly began to realise that good business is a scalable business that is configured in such a way as to ensure business continuity, regardless of the prevailing conditions, through proper DGMXVWPHQW and adaptation to market opportunities around it. Hence, the ability of a company to scale and survive on the market through the permanent management of its interfaces towards the optimal income generation logic - with the simultaneous presentation of an interesting, innovative proposition of many values - became crucial. Such design thinking of companies embedded in the network began to bring measurable results, especially in relation to access to resources in the networks. The approach to defining and managing the value chain also changed. Due to digitalisation of the economy, classic value chains began to change, becoming significantly shorter. Everything became 60$57 especially due to the impact of the new DNA of digitalisation, from 60$57 INDUSTRY to 60$57 people. At the same time, new design thinking resulted in the MRLQW implementation of traditional and digital thinking by business architects. It triggered the so-called circular economy where the management of repeatable cycles of resources and the generation of

2

Introduction

emerging new resources in an effective life cycle became particularly important. It is also worth noting that the implementation of business processes in networks has changed the approach to defining and implementing the main strategic goals of companies. Social goals have started to play a significant role against a background of economic goals, which, to a large extent, affected the sustainability of companies in business. This was also influenced by the strong impact of the concept of sharing, which began to open new spaces and perspectives for the development of companies, especially in the era of servitisation. Such strategic changes have led to the need for scientific search and investigation in the area of strategic directions related to key ontological beings of companies such as business models, strategies, business processes and strategic SURMHFWV Among these four beings that create a kind of strategic hybrid, the concept of business models is definitely highlighted. This concept has even caused a storm in management sciences, especially in the context of the existing subversive era of economics. Business models which convert payments into profits during the period of building space for their monetisation have become the determinant of the modern success of many organisations. Business models that are a configuration of many unique resources, or have access to them, have become a platform for market victory measured by the sustainability of companies and their ability to be continuously scalable, among other factors. A constructive comparison between the three key factors has emerged in this cognitive perspective. The first factors include management mechanisms going towards the conceptualisation and operationalisation of the business models of companies. The second group of factors includes the search for the organisation's main goals in today's business world based on scaling and survival. Finally, the third factor is the functioning of companies in new economies, which include the sharing economy, the circular economy and the networked economy. From this perspective, the scientific problem described in this monograph, which is worth solving, has come to the forefront - namely the scalability and sustainability of business models in the sharing, circular and networked economies. This issue can be solved, among others, by defining related key resources, key success factors and new value drivers. This is where the research question arises: How to conceptualise and operationalise scalable business models which ensure the survival of companies functioning in the sharing, circular and networked economies? The monograph and its individual chapters attempt to answer this research question, which is crucial for management sciences.

6FDODELOLW\DQG6XVWDLQDELOLW\RI%XVLQHVV0RGHOVLQ&ircular, Sharing and Networked Economies

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The monograph consists of 12 logically related chapters constituting a certain substantive whole in the area of the scientific issues discussed. The structure itself has a systemic character that is supposed to lead the reader in thought disquisition through the meanders of management sciences in the context of the scalability and sustainability of business models. In chapter one, authored by Bogdan Nogalski and Arkadiusz Rokicki and titled “Technological progress and management studies”, the authors point to key aspects of technology in modern business management. This chapter is a voice in a discussion on the role of technological progress in the development of management theory and studies. The advance of mechanisation in the organisational environment leads to a world where intelligent machines make decisions based on algorithms and machine learning. It can be expected that the role of technology will increase in an organisational context. The underlying thought of the chapter is that technological progress has determined the development of management studies. The aim of the chapter is to provide evidence to support that idea. 0DQDJHPHQW theories will be divided into those with direct technological impact and those where technological influences can be observed indirectly. The reasoning will be supported by the concept of four industrial revolutions. The latter will be subsequently confronted with the management theory scheme as presented by S. Lachiewicz and 0 0DWHMXQ (Lachiewicz, 0DWHMXQ 2012, p. 89). The chapter also indicates further research areas that might reveal the need to create new management approaches as organisations progressively achieve automation in many areas. Chapter two is titled “Network relationships in achieving the Sustainable Development Goals” and its authors are Joanna ']LHĔG]LRUD 0DJGDOHQD :UyEHO and Dawid ĩHEUDN The aim of this chapter is to present network relationships in achieving the Sustainable Development Goals with special consideration given to the areas of activity of the 2030 Agenda. The 2030 Agenda for Sustainable Development is a framework plan for the world, setting global goals from the perspective of the year 2030. Its structure includes a set of 17 sustainable development goals adopted by 193 UN member states. The 2030 Agenda aims for the formation of a fair world, which is based on respect for law and rules which are conducive to social inclusion. In this study, the literary analysis was used as the main research method. This analysis allows the authors to conclude that the goals of the 2030 Agenda oblige various entities to build network relationships based on close cooperation aimed at promoting behaviours that allow for economic growth, social development and environmental protection. Its main idea is also the pursuit of development, which will guarantee a dignified life for all. In chapter three entitled

4

Introduction

“Development of business models and their key components in the context of cyber-physical production systems in Industry 4.0”, %RĪHQD *DMG]LN pays attention to the fact that the development of cyber-physical production systems &336 is associated with the popularisation of the concept of Industry 4.0. The concept was publicised after the Hanover Fair (2011) as Industrie 4.0 (Zühlke, online). A large number of scientific publications and research reports are already available on Industry 4.0. There is no universal definition of Industry 4.0, and the scope of changes in individual publications describing Industry 4.0 is varied. It is assumed that Industry 4.0 is a product of the fourth industrial revolution with the vision of intelligent factories built of intelligent cyber-physical systems (Lasi et al., 2014). In chapter four, :LROHWWD :HUHGD and Jacek :RĨQLDN address the issue of the maturity of relational sales and customer service in the sector of innovative enterprises: a basis for constructing a business model. Contemporary sales are significantly different from those from a few decades ago, which mainly consisted of making a purchase transaction. In the past, it was associated with sitting and waiting for the customer at the point of sale, while the new approach to sales is based on a more active approach and on building customer relationships. 0HHWing the expectations of customers, direct sales, sales based on identifying customer needs, and online sales are terms that should increasingly be the basis for the functioning of contemporary organisations. The main purpose of the purchase is to satisfy customers that they would gladly return to the enterprise in order to take advantage of commercial services once again. It should be emphasised that sales do not necessarily involve forcing the product to be purchased and should not be associated with intrusive activity on the part of the seller. Therefore, it must be a complex process; if these sales are initiated by learning about the needs of a potential client, there is a high probability of completing the transaction with great success. Chapter five is also important; it is written by 0DáJRU]DWD Smolarek and 0RQLND Sipa and titled “CSR - a direction for the sustainable development of small and medium-sized enterprises. Current research trends in light of selected literature”. Expecting social acceptance for the ways and effects of their functioning, organisations extend their responsibility towards the environment. Entrepreneurs’ greater awareness in terms of perceiving problems connected with their organisation’s impact on the environment results in taking the environment, social interests and relations with various groups of stakeholders into account as early as at the stage of establishing the strategy. Taking such an approach is called the concept of corporate social responsibility (CSR), which is one of the most modern and promising business strategies on today’s market. It is mainly large

6FDODELOLW\DQG6XVWDLQDELOLW\RI%XVLQHVV0RGHOVLQ&ircular, Sharing and Networked Economies

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enterprises that are interested in this type of activity, whereas small businesses recognise CSR issues, but do not necessarily have knowledge of the standards in terms of implementation. In chapter six, 0DUHN -DEáRĔVNL addresses a fundamental issue of the relationship between the monetisation and profitability of digital business models. The chapter presents the issue of the monetisation of business models of enterprises operating in the digital economy. The author assumes that every business model should be monetised, and thus be economically MXVWLILHG Attention was paid to assessing the profitability of the business models studied and defining the sources of their revenues, as well as analysing the economic and social benefits of key actors. The aim of the chapter is to conduct a critical analysis of the sources of the monetisation of business models of selected enterprises operating in the digital economy. 0DJGDOHQD SyrkiewiczĝZLWDáD 5DIDá ĝZLWDáD 3LRWU Romaniuk, Joanna Kobza and Ewa 3WDN are the authors of chapter seven entitled “The sustainable marketing mix of pharmaceutical companies”. The pharmaceutical market is considered one of the most profitable and innovative in the world. It is very stable and not sensitive to the turmoil associated with economic crises. It must, however, meet the needs of humanity associated with global health problems and social expectations. The current trends require pharmaceutical companies to focus on social and environmental activities while maintaining economic rationality. Therefore, these entities in particular are obliged to manage the ideals of sustainable development. In order to meet market demand, the companies are forced to undertake sustainable activities in all aspects of management operations, as well as in marketing activity. The aim of the study is to present the possibilities of implementing a sustainable marketing mix to pharmaceutical companies in terms of the specifics of the industry and drug market. This chapter provides an overview of the literature. 3KDUPDFHXWLFDO companies which achieve their goals in accordance with the concept of sustainable marketing can contribute to the development of a competitive advantage in the pharmaceutical market. In chapter eight 0DUHN -DEáRĔVNL and 3LRWU Janulek focus on tokenisation as specific digitalisation of business models. Entrepreneurs are interested in finding optimal communication and collaboration systems which can generate additional value for customers, redefining a business model anew in the context of emerging technological opportunities. In the aspect of technological paradigms which are suitable for contemporary business conditions (such as the Internet of Things, Big Data, etc.), we are witnessing the transformation of traditional business models into digital models. So far, the theory of management has left the gap open; researchers are attempting to fill it by analysing digitalisation in business models. This

6

Introduction

section aims to identify and discuss the results of desk research into the potential application of tokenisation to designing innovative business models. As part of broader-scope research into the digitalisation of business models, in this part of the research the authors address modern forms of crowdfunding, investment in assets, digital residency, the specificity of smart contracts and opportunities to monitor the supply chain. This is how an outline of the concept for the application of tokenisation to the digital transformation of business models emerges. In another chapter 3LRWU Barczak addresses the issue of thermodynamic equilibrium in a small family business. Thermodynamic laws affect all processes occurring in the environment around us. One of the REMHFts that is VXEMHFW to these laws is a small family company, which consists of several people creating a system that is part of the economic space. A company is also a system that always comes back to equilibrium regardless of processes and running time. If this is not the case, the company disintegrates and sometimes ceases to exist. A helpful issue in the sustainability analysis of the company is group synergism and the concept of synergy, understood as functioning in a limited environment, a group operating on the basis of limited resources, both financial and biological. àXNDV] 0DNRZVNL and Tomasz Grzegorzyca also pay attention to important issues in the chapter titled “Factors and mechanisms and actions supporting the restructuring process”. In the case of unfavourable changes taking place inside the company, or in the external environment, adaptation and restructuring activities play a key role in limiting or completely eliminating the possible effects of these changes. :HOO-planned activities and the appropriate manner of their implementation may positively affect the financial condition of the company and ensure its stability. Developmental, corrective and preventive actions may even be elements of building a competitive advantage through rational and adequate reactions to specific changes. The aim of this chapter is to indicate and to extract determinants and mechanisms and actions supporting the restructuring process. The hypothesis that adequately carried out restructuring measures ensure the stability of the company and maintain its market position was adopted. It was also assumed that both remedial and developmental actions can build a competitive advantage. In their next chapter, the same authors, i.e. àXNDV] 0DNRZVNL and Tomasz Grzegorzyca, present an analysis of the restructuring process of 3RF]WD 3ROVND SA. In certain situations, adaptation and restructuring activities play a key role in order to limit and / or completely eliminate the possible effects of negative changes or trends that occur in the internal environment or the external entity. 3URSHUO\ planned activities and appropriate implementation should positively affect the

6FDODELOLW\DQG6XVWDLQDELOLW\RI%XVLQHVV0RGHOVLQ&ircular, Sharing and Networked Economies

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financial condition of the company, as well as ensure its stability. Developmental, corrective and preventive actions can, or even should, constitute an element of building a competitive advantage achieved as a result of rational and adequate reactions to these changes. The purpose of this chapter is to analyse the restructuring process in 3RF]WD 3ROVND SA. The research methods used in this chapter are analyses of reports and statistical data, as well as internal documents of 3RF]WD 3ROVND SA. This chapter assumes that properly conducted restructuring activities guarantee the stability of the company and maintain its market position. It was also assumed that both remedial and developmental actions can build a competitive advantage. The chapter presents an analysis of restructuring measures taken by 3RF]WD 3ROVND SA, starting from the company's designation of restructuring goals, to formulating a recovery plan and clarifying strategic tasks. Subsequently, the analysis of the restructuring activities undertaken by the company was undertaken, based on the set goals and strategic tasks. In addition, the chapter shows activities that were the answer to the threats then present on the postal services market, which were supposed to contribute to the defence of revenues and generation of profit by the company. The collected research material has been presented using a chart and tables and accompanied by comments. The last chapter by Bogdan Nogalski, Adam Klimek, Joanna Czerska, and Agnieszka Szpitter focuses on the formation of a state institution on the basis of a process analysis. The modification of the structures of public administration encounters PDMRU obstacles. Institutional changes are difficult to introduce due to their complexity and broad impact. Non-substantial (political) factors are of importance as well. The resistance to change is aggravated by how difficult it is for decision-makers to assess the impact of the proposed changes. The monograph influences many key areas of business science and practice. It is mainly embedded in the field of strategic management with a special focus on the concept of business models and the new dimensions of the economy, and refers to the network and system paradigm. In terms of economic conditions, it is based on the principles of the sharing economy, the circular economy and the networked economy. Such a multifaceted approach makes the monograph holistic, creating a comprehensive image of a multidimensional market. From this perspective, it can be a specific platform for the development of business theory and practice. Editors hope that the monograph will not only make for excellent reading but, above all, will become an inspiration for a wide range of readers interested in seeking explanations for the complex phenomena of the modern world. The editors would like to thank the authors of the

8

Introduction

individual chapters for sharing their thoughts and experiences, which allowed for a thorough exploration of the complex issue of the scalability and sustainability of business models in the sharing, circular and networked economies. The monograph is multidimensional, and its very title pertaining to the scalability and sustainability of business models in the sharing, circular and networked economies points to various cognitive perspectives focused on several (both theoretical and utilitarian) problems embedded within. Therefore, the monograph should reach a wide audience. It should be read by theoreticians and scientists who deal with the issues of building and operationalising innovative business models, and also by students who explore the issues of strategic management and the new economy. Furthermore, it should be read by business practitioners, both entrepreneurs and top managers, who want to be business virtuosos, who can change their organisations and their business models. The monograph should be an inspiration which helps to change the way the communities around their organisations think and behave. Finally, it should be read by experts looking for inspiration in the development of modern management concepts. $GDP-DEáRĔVNL 0DUHN-DEáRĔVNL

C+$37(R 1 TECHNOLOGICAL 352*5(66 AND 0$1$*(0(17 STUDIES

BOGDAN NOGALSKI 1, ARKADIUSZ ROKICKI 2 Abstract This article is a voice in the discussion on the role of technological progress in the development of management theory and studies. The advance of mechanisation in the organisational environment is leading to a world where intelligent machines make decisions based on algorithms and machine learning. It can be expected that the role of technology will increase in an organisational context. The leading thought of the article is that technological progress has determined the development of management studies. The aim of the article is to provide evidence to support that idea. 0DQDJHPHQW theories will be divided into those where technology has a direct impact and those where technological influences can be observed indirectly. The reasoning will be supported by the concept of four industrial revolutions. The latter will be subsequently confronted with the management theory scheme as presented by S. Lachiewicz and 0 0DWHMXQ (Lachiewicz, 0DWHMXQ 2012, p. 89). The article also indicates further research areas which may reveal the need to create new management approaches as organisations progressively achieve automation in many areas.

1

)DFXOW\ RI )LQDQFH DQG 0DQDJHPHQW :6% 8QLYHUVLW\ LQ *GDĔVN 3RODQG *GDĔVN$OHMD*UXQZDOG]ND$[email protected] 2 0JU $UNDGLXV] 5RNLFNL $NDGHPLD /HRQD .RĨPLĔVNLHJR Z :DUV]DZLH H-mail: [email protected]>

10

Chapter 1

1. Introduction Technological advancement is considered a factor in determining civilisational progress 6NRZURĔVNL 2006, p. 48). As pointed out by A. 6NRZURĔVNL “the development of science and technology improves our lives, changes its quality, enables us to discover the world, cure people, broaden our horizons etc.’” 6NRZURĔVNL 2006, p.48). Technological advancement is also considered a driving force of economic growth (Rensman, 1996, p.3). Economics recognises the paramount role of changes in technology. According to R. Solow, in the long term, technological progress brings an increase in productivity, despite the decreasing marginal productivity of capital and labour 6NDZLĔVND 2011, p.9-10). Other authors regard changes in technology as superior to other factors, creating a deeper and more stable basis for productivity growth (Jagas, 1995, s.37). The argument that technology growth is a PDMRU force in creating economic growth is supported by Nobel prize winner 3 Krugman, who described technological progress (understood as the technical means to produce goods and services) as the main factor in the growth of productivity (Krugman, 2012, p.135). Krugman also stated that it is very often not only great technological breakthroughs, but also an aggregated sum of small inventions, which play that role. Economic sciences also recognise the links between technology and management. As noticed by G. 0DQNLZ and 0 Taylor, it was predominantly Henry Ford’s technical knowledge (the knowledge of the best methods of producing goods and services) that determined his success as a car manufacturer 0DQNLZ Taylor, 2014, s. 72). In Ford’s case, one can argue that the origin of that success story was both his ability to organise work (management skills) as well as his technical aptitude, including its practical application. 0DQNLZ and Taylor state that technological progress means, as it is the reason for an increase in quality, that the average productivity of capital and labour is higher for any amount of both. On the other hand, this means that the economy is able to manufacture more goods and services with the same pool of resources at its disposal 0DQNLZ Taylor, 2014, p.72). The impact of technological changes on the economy is substantial enough that it warranted the creation of a periodisation approach for economic history based on five stages. The scheme below was suggested by : Rostow (Rostow, 1960, p.4-16): 1. The traditional society – identified with the natural economy, with agriculture being the main branch, as well as low labour

Technological progress and management studies

2.

3.

4. 5.

11

productivity. Technical innovations were sporadic and the minimal level of technological progress brought low production capability. The preconditions for take-off – starting in western Europe at the end of the 17th century (Isaac Newton and scientific progress). Characteristics of that period include the increased division of labour and innovations supporting several organisational methods such as craft production. Take off – from the end of the 18th century, linked to advancements in technology which brought about increased efficiency in manufacturing industries and agriculture. This is the period in which the first factories were set up as a consequence of the invention of electricity, engines and assembly lines. Drive to maturity – during this stage, technological changes became commonplace in all fields of the economy, occurring approximately 60 years after the previous stage. Age of high mass consumption – the 20th century, the era in which the economy was able to fulfil all consumer needs. This is also where services are the basis of the economy as opposed to manufacturing industries. According to Rostow, the breakthrough moment was the popularisation of cars.

To summarise this part of the discussion, the impact of technological change on the economy has been proven. The same can be applied to the impact of the economy on management. 0DQDJHPHQW as a field of study came about as a consequence of changes in the economy, mostly related to capitalism becoming the dominant system of production. The latter changes were caused by changes in technology. As stated by 0 Kusters, management is a process of planning, organising, motivating and controlling work in an organisation and its participants as well as utilising all available resources to accomplish organisational goals (Kostera, 1998, p.5). Those resources are acquired from the environment external to the organisation %U]H]LĔVNL et al, 2007, p.12). Actors in an economy such as suppliers, clients, competitors or financial institutions are part of that environment .RĨPLĔVNL Jemielniak, 2008, s.95). Therefore, the impact of technological progress on management is: -

Indirect – through processes in the economy that can be observed in the external environment, which would then influence organisational resources Direct – through initiating changes in organisational approaches

Chapter 1

12

Pre-scientific period

Beginning of organised human

0DQDJHPHQt treated as a practical activity based on patterns and experiences. Recommendations were not systematic and verified on a larger scale. Three areas of organised activity can be identified: Government and administration, military, and economy and social relations.

17th – 18th centuries

Transition period

3HULRG marking the birth of the capitalist economy, technological progress, increased production output and changes in demand. First analysis of the impact of different factors of work efficiency. :LGHVSUHDG division of labour and higher level of specialisation. First general management principles.

End of 19th century – scientific period in organisational and management theory

Classic management theories

Integrating theories

Contemporary approaches

1800 r.

approach

Situational

Systems approach

Quantitative approach

and Relations theory

Behavioural

1980 r.

Administrative bureaucracy

1960 r.

Scientific management

1940 r.

theory,

theory

1920 r.

Human

of

1900 r.

Contemporary methods and concepts

2000 r

Fig. 1-1. Evolution of the development of organisational and management studies Source: Lachiewicz, 0DWHMXQ 2012, p. 89 (original in 3ROLVK translation – AR)

Technological progress and management studies

13

This perspective is a basis for further discussion. To add another dimension, the model of evolution of organisational and management VWXGLHV DV SURSRVHG E\ 6 /DFKLHZLF] DQG 0 0DWHMXQ LQ WKHLU DUWLFOH ³(ZROXFMDQDXNR]DU]ąG]DQLX´(QJOLVK³(YROXWLRQRIPDQDJHPHQWVWXGLHV´  published as part RIDPRQRJUDSKFDOOHG³3RGVWDZ\]DU]ąG]DQLD´(QJOLVK ³0DQDJHPHQWEDVLFV´ LQ:DUVDZLQLVVKRZQLQ)LJXUH The two authors divide the history of management into three periods: pre-scientific, transitional and scientific. The aim of this article is to investigate how technological progress determined and continues to determine management as a field of study and practical activity. The model described will be related to the events of four industrial revolutions: Table 1-1. Industrial revolutions. First revolution

Second revolution

Third revolution

Fourth revolution (Industry 4.0)

Beginning

end of the 18th century

2nd half of the 19th century

1960s

early XXI century

Major development

mechanisation electrification digitisation

electrical bulb, microprocessor, telephone, Major IT systems, steam engine first innovations automation production line, oil refining Source: based on 3DOND D., 6WHFXáD K., ³3RVWĊS technologiczny czy ]DJURĪHQLH"´ p. 588

Internet of Things Smart City, Smart Factory, artificial intelligence, Big Data – GREURG]LHMVWZR

2. Technological changes during the period of pre-scientific management The pre-scientific period marks the beginnings of organised human activity. Lachiewicz and 0DWHMXQ describe three areas of said activity: a) Government and administration b) 0LOLWDU\ and the art of war c) Economy and social relations

14

Chapter 1

The last area mostly relates to management studies according to the authors. In that context, they mention the construction of the Egyptian pyramids, where an extensive number of people were involved. To complete those tasks, referring to the planning, organisation and control of work was of paramount importance. According to K. àDFQ\ and 0 Janczar-Smuga, in order to stay alive, humans had to use technology in order to obtain and prepare food from the outset. Furthermore, they state that technology is not only machines but also elements of practical and theoretical knowledge, the ability to utilise it, and the procedures and methods used to produce goods àDFQ\ Janczar-Smuga, 2013, s.79). The real history of humanity starts from when people had to work together to achieve common goals. It is accepted that the neolith agricultural revolution of 12,000 years ago had a direct effect on the abandonment of nomadic lifestyles and the increasing complexity of societies through growing plants and farming animals (Nowakowski, 2014, p.3). At that point, the first division of labour took place into those who grew plants and those who farmed animals (Legucka, 2016, p.100). That occurrence was supported by tools like the hoe, lister or plow pulled by animals (Topolski, 1993, p.50). A further division of labour was linked to subsequent technical innovations, for example the cart wheel, potter’s wheel, loom, machine for brickmaking, copper- and noble metal-working (Spark, 2003, p.52). As investigated by àacny and Janczar-Smuga, when groups of society dealing with farming, hunting or crafts developed as separate entities, a connection between technology and the organisation of work was established àDFQ\ Janczar-Smuga, 2013, s.79). It is also important to highlight that the only sources of energy at the time were plants, animals and humans (Topolski, 1993, p.50). :LWK wheeled carts, bricks and metals at their disposal, it was possible to begin construction activities. As highlighted by J. Trzciniecki and J. Teczke, the effectiveness of work was analysed as early as during the construction of the Great :DOO of China (Trzcieniecki, Teczke, 1998, p.9). 3URGXFWLRQ planning and control took place in ancient Babylon :DOF]DN 2012, p.99). One of the first thinkers who wrote about the division of labour in workshops was Xenophon (Gray, 2010, p.32). He claimed that a skilled, specialised craftsman could deliver better work than a non-skilled one. He advocated specialisation, understood as training the workforce to conduct specific tasks. This was supposed to bring about an increase in productivity :LHF]RUHN-6]\PDĔVND 2010, p. 158). An example of highly organised human activity during Antiquity was the construction of 120 ships for the 260 B.C. war with Carthage which only lasted several months

Technological progress and management studies

15

:DOF]DN 2012, p.99). Nevertheless, during Antiquity (as opposed to neolith), there was no considerable technical progress that would enhance the speed of production or cause PDMRU changes in the organisation of work. It is claimed that the reason for this was that there was insufficient demand for technological advancements. The other PDMRU factor could be the attitude of the ancient elites to physical work (Szpak, 2003, p.70). A PDMRU breakthrough was observed in the 13th century as a consequence of the wider use of wind and water as sources of energy. It was a time when both windmills (http://wiatraki1.home.pl/wiatraki /info/historia.php) and water mills (Kaniecki, Brychcy, 2010, p.145) were becoming commonplace. Another key innovation was a fully powered water wheel (Lilley, 1963, p.61). All those inventions stimulated further division of labour in the economy, and different individuals became proficient in their field of work. The consequence was that the work conducted by one individual was an element of an interconnected web of work delivered by other individuals to provide goods for their societies (Szambelan, 1967, p.11-12). As demand for everyday goods was increasing (in itself an effect of technical solutions such as pottery-making or metal-working), the first craft workshops were set up in the 13th century (Tomaszewska-Lipiec, 2016, s. 85). A craft workshop can be defined as a production workplace where the mass production of a complex endproduct was delivered manually and was based on the division of labour. Specialised, skilled craftsmen were gathered together to perform production processes divided into stages (Tomaszewska-Lipiec, as above). That type of organised production was popular in Florence in clothesmaking %HOLF]\ĔVNL, 2012, p.163), where the production process was clearly divided into stages (cleaning, combing, colouring, weaving etc.) The spread of craft workshops is an example of the indirect impact of technological progress on the organisation and management of work. Innovations in production gave impulse to economic processes (increases in supply and demand), which enabled the emergence of craft workshops as organised human activity %HOLF]\ĔVNL 2012, p.159). The more technological solutions which were introduced to production and tool enhancement, the more complex the division of labour became 6RáGDF]XN 1995, p.38). Guilds are also worth mentioning in this context. These were groups of craftsmen performing the same type of work 0DQWHXIIHO 1999, p.268) (for example: coopers, shoemakers, furriers). Guilds decided on and controlled the size of production output and therefore controlled the supply (https://encyklopedia.pwn.pl/haslo/cech;3883763.html). However, they also did not allow its members to use any technical innovations (such as

16

Chapter 1

fulling or the spinning wheel) and as a consequence they would hinder both technological and economic growth.

3. Technological advancements during the transition period for management The transition period covers the 17th and 18th centuries, during which production was growing and the division of labour became a main method of organising work. General management principles were also created. As the demand for goods grew, so did automation (utilising, for example, water wheels or grindery), which greatly added to the speed of production. As highlighted by Z. :yMFLN in the 17th century the development of craft workshops was still very slow, and had no decisive impact on the economy :yMFLN 1999, p.17). Real change did not happen until the 18th century. The use of machines undoubtedly had a positive effect on productivity and therefore lowered the prices of manufactured goods. This, on the other hand, influenced both the demand and supply sides and created an incentive to set up companies. As companies were established, there was a gradual need to ensure a more structured approach towards their management. The link between technological progress and management was fully established. That phenomenon was further enhanced in light of the first industrial revolution. According to Z. 0DGHM the craft workshop was the first milestone towards automated production, and the industrial revolution was the second 0DGHM 2013, p.43). The 18th century was, in comparison, a period of extraordinary technical innovation. This can be tied in with a time of prosperity following the 17th century recession. S. Lilley presented statistics pertaining to inventions over the course of a few centuries. The 18th century largely stands out among them.

Technological progress and management studies

17

Fig. 1-2. Innovations from the 15th to 18th centuries as per S. Lilley. Source: S. Lilley as per E. Rostworowski, 1999, p.42

J. %HOLF]\ĔVNL has listed the forerunners of scientific management (Belicz\ĔVNL 2018, s.42-43). It is important to point out that the vast PDMRULW\ of them were engineers or had a strong technical background. - Adam Smith – responsible for formalising the law of division of labour. In his opinion, the division of labour increases manufacturing output as it stimulates the competency and productivity of workers. %HOLF]\ĔVNL quotes Trzcieniecki and Teczke who concluded that it was the law of technical division of labour that de facto heralded the emergence of organisational and management studies.  Richard Arkwright – considered the inventor of enhanced weaving looms and the creator of the basis of manufacturing production systems. His inventions have greatly contributed to increased production and employment within the cotton industry.  Ely :KLWQH\ – inventor, also thought of as a pioneer of mass production. He would provide workers with gauges or examples of parts that were supposed to be recreated and also used assembly lines in mass cotton production.  Robert Owen – was of the opinion that division of labour brings about better utilisation of tools. He also thought that humans were more important than machines in the production process and the role of a manager is to enhance working conditions.  Charles Babbage – mathematician and engineer, considered a pioneer in the scientific analysis of work process improvements. He

18

Chapter 1

analysed production processes, the division and organisation of work taking into account factors such as time, cost and the choice of workers, machines and tools. From the point of view of technological progress, it is essential to highlight that this pioneer of scientific management can also be credited with creating the concept of computers. His difference engine was supposed to add, subtract, multiply, divide, as well as calculate tangents and cotangents. His inspirations were twofold: a) the method of technical division of work created by Gaspard de 3URQ\ (Isaacson, 2014, p.20). De 3URQ\ proposed logarithmic and trigonometric tables and divided operations into steps involving adding and subtracting. He then prepared simple instructions for workers to enable them to complete their calculations and hand over the results to their colleagues who were responsible for the next step. That method also contributed to developing the concept of an assembly line. Babbage worked on a way to automate this process. b) existing mechanical calculators created by 3DVFDO and Leibniz in the 17th century (Goldstine, 1977, p.340) Babbage did not complete his difference engine as he began work on an analytical engine. It was supposed to complete different tasks as it was programmed (https://www.britannica.com/technology/Analytical-Engine# ref1069898). He developed the idea that punched cards used in weaving looms are able to ensure the ability of the machine to accept an infinite number of instructions. The user could manipulate the sequence of events, which was the stepping stone to a general purpose, re-programmable machine. The analytical machine would not need to simply perform specific tasks as it could be programmed as required. Describing the abilities of such a machine, Ada Lovelace (who worked with Babbage), took the idea even further. She claimed that operations performed by the analytical engine do not need to apply only to numbers but also contain the possibility of storing, manipulation, processing and modifying everything that can be expressed via symbols (words, music etc.) 0DQDEUHD Lovelace, 1843, s. 21). Ada Lovelace also de facto introduced the concept of subroutines (a range of instructions for performing specific tasks). She also created a list of instructions with commentaries describing the target register and operations required, hence laying the foundations for computer programming. The first industrial revolutions brought about a technological breakthrough in production. 0DQXDO work ceased to dominate and was gradually replaced by mechanisation, the outcome of which was the mass production of

Technological progress and management studies

19

certain goods as well as an increase in productivity. J. Szpak lists three main areas of change (Szpak, 2003, p.139): a) 0HFKDQLVDWLRQ of the textile industry – the most notable inventions were the spinning MHQQ\ (multi-spindle spinning frame) (James Hargreaves, 1764), and the power loom (Edmund Cartwright, 1785) b) Intensification of iron production – brought about mainly by the application of coal and mechanical cylinders (Henry Cort, 1784, which eliminated manual work previously performed by smiths), the slide rest lathe (Henry 0DXGOH\ 1797, which allowed for the manufacturing of precise details of machines but also elements of bridges and iron rails) c) Adoption of new energy sources – production growth would not be attainable if the only sources of energy were human or animal muscles, wind or water. The period of the industrial revolution is known as the age of steam (Szymanowski, 2018, s.15). The milestones for the utilisation of energy coming from water steam were the steam digester (1679/1690, Denis 3DSLQ – the first recorded use of energy from combustion), the steam-powered pump used in coal mines (1711, Thomas Newcomen), the steam engine machine (1769, James :DWW transformed Newcomen’s pump and in 1781 adapted it for rotary drive, therefore enabling its industrial use). New sources of energy found application in transport: the first steam-powered road automobile (Nicolas Cugnot, 1765), the steam locomotive (Richard Trevithick, 1804), a steam machine to power river boats and ships (Robert Fulton, 1807), and screw propellers for ships (John Eriksson, 1834). The first industrial revolution brought with it overwhelming consequences. The intensification of productivity through the widespread utilisation of machines brought an increase in the size of production and a higher level of availability of goods on the market. 0DVV production became increasingly profitable. New businesses were set up, and those business required organisation and management. :LWKRXW doubt it can be said that the advancements in transportation played a decisive part in this process as well, allowing the new enterprises to reach new markets with their offerings. As mentioned above, in the transition period for management studies, general rules of management were created. The pioneers of management were, to a large degree, engineers and inventors. It is no surprise that the first scientific management principles refer to production processes

Chapter 1

20

supported by machines. The emergence of machines in the course of technological progress drove changes in management rules. Engineers such as Babbage, Arkwright or :KLWQH\ analysed the division of labour, specialisation and mass production to address changes in technology. Those analyses were required to maximise the workability of new technologies. That approach was therefore a practical one. Hence, it can be said that the growth in technical capabilities was the impulse for the emergence of management studies as a field of science. Scientific management was conceived during the industrial revolution as it was only at such time that the appropriate stimuli existed.

4. Scientific period for organisational and management theory 4.1 Scientific management It comes as no surprise that the official canon of rules of management was formulated at the end of the second industrial revolution. If we closely examine the achievements of technology in that period (Table 1-2) and analyse their consequences, then we can come to a conclusion that the structuring of management rules was in response to the sequence of events presented in Figure 1-3. Table 1-2. Major inventions of the 2nd industrial revolution Date

Inventor

1930s Samuel 0RUVH 1850s 1853 1867 1876 1877 1879 1869 1885

Henry Bessemer :LOOLDP Kelly Elisha Otis Christopher Sholes Alexander Bell Thomas Edison Edison and Lewis Latimer George :HVWLQJKRXVH Carl Benz

1886 :HVWLQJKRXVH and Nikola Tesla

Process or machine Telegraph (1835) 0RUVH code (1838) Bessemer process 0HFKDQLVHG passenger lift Typewriter Telephone 3KRQRJUDSK Lightbulb Compressed air-brake Car High-voltage alternating electric current (AC) First plane flight

1903 :LOEXU and Orville :ULJKt Source: based on https://web.archive.org/web/20131022224325/http:/www.education.com/studyhelp/article/us-history-glided-age-technological-revolution/ access 7.01.2018

Technological progress and management studies

21

Technological advancements

Increase in productivity

Increase in complexity of organisational processes

0DQDJHPHQW as a field of study

0DQDJHPHQW as a practical activity

Necessity of planning, organisation and control

Fig. 1-1. Link between technological progress and management as a field of study Source: AR own analysis.

As researched by 0 ĩ\ZF]\ĔVNL the extraordinary eruption of innovation can be observed predominantly between 1848 and 1971 ĩ\ZF]\ĔVNL 1999, p.414). Time was required for the inventions to reveal their benefits. For this reason, it was only in 1903 when Frederick Taylor and Karol Adamiecki - independently of each other - announced their rules of scientific management. The greatest invention of the era was undoubtedly electricity. The period is also frequently called the age of electricity 3HUH] 2010, p.12). Electricity (electric engine) and the combustion engine revolutionised and dynamised industry (Furmanek, 2018, p.56). As highlighted by 0 0LFKDOVNL the dominant role of electricity in the second industrial revolution stems from the fact that it exerted influence on all other areas where inventions were born, and was also a determinant as to why they could develop dynamically. The spread of electricity as an invention had a decisive impact on the shape of the transportation industry, information communication as well as the functioning of cities and work processes in PDMRU industries 0LFKDOVNL 2017, p.8). The first battery was developed by Alessandro Volta in 1899 and the first electric engine by 0LFKDHO Faraday in 1821 3DVND 2010, p.10). The progress relevant to calculating machines is worth noting. In 1890 Herman Hollerith prepared punched cards enabling the recording of information 0DQRYLFK 2001, p.8). Those cards were inserted into a reader composed of a board with connectors and MRLQWV which would close the electric circuit wherever there was a hole. This was the first time when electric circuits were used for mathematical calculations, and paved the way for the construction of computers 50 years later. According to L. Kowalczyk, the foundations of the field of organisation and management studies were, to a great extent, laid by people with technical backgrounds (Kowalczyk, 2016, p.11). The main representatives

22

Chapter 1

of scientific management were self-taught engineers or those with technical education (as listed by Kurnal, 1972): Frederick Taylor, Karol Adamiecki, Henri Le Chatelier, Henry Gantt, Frank Gilbreth, Leon Alford, Alexander Hamilton Church, Russel Robb, Charles Bedaux, and Aleksander Rothert. It is believed that Taylor’s technical activity led to mass production becoming commonplace. It was his steel-cutting machine that quadrupled cutting speeds – the fruit of his experiments at Bethlehem Steel in 1900. According to J. 3D[WRQ Henry Ford substantially took advantage of Taylor’s invention, contributing to automobile mass production. As acknowledged by the latter author, even if there was some sort of mass production before 1900, the lack of relevant tools meant that the work still had to be finished manually. 0DVV production was in fact not economically viable. Also, for Karol Adamiecki, engineering activity was the starting point. He modernised rolling mills, compiled a quality control system for tinware, and constructed tools for measuring the deformation of cylinders 0DUW\QLDN 1989, p.39, 41). 0DVV production by itself would not have played such a defining role in terms of industry if it had not been for the development of transportation and communication networks. 3DUWV required for production, as well as the products themselves, were quickly delivered by railways and information exchange was made possible by means of telephone and telegraph systems. Therefore, the exchange of goods was facilitated and technological advancements allowed for production and distribution planning as well as organisation. Scientific 0DQDJHPHQW as a phenomenon, is a prime example of the interlinks between technical and organisational elements. The first management theories based on scientific research were created by engineers and practitioners for whom management theories constituted the means by which to enhance the productivity freed up by the progress in technology.

4.2 Administrative theory The link between technological progress and the administrative theory of management can also be recognised. It can be observed that many (albeit not as many as in the case of scientific management) thinkers in this area come from a technical background, such as Harrington Emerson, Edwin Hauswald, 3LRWU Drzewiecki, and Zygmunt Rytel. Also, the main theorist of the administrative approach, Henri Fayol, worked as an engineer in the mining industry :RRG :RRG 2002, p.87). Nevertheless, Fayol claimed that in any company, technical background can only be

Technological progress and management studies

23

attributed to lower management, whereas upper management needs to possess administrative skills (in addition to technical) to reflect the needs of their enterprises 0DUW\QLDN 1989, p.91). Fayol did, however, recognise the importance of technical functions, listing them as one of six organisational dimensions. The emergence of administrative theory was also the result of the sequence presented in figure 3. It was formulated shortly after scientific management and was in a way supplementary to it, in the sense that as the complexity of organisational functions and processes grew, it revealed the necessity of formalising the activity of members of management in order to further stimulate company efficiency.

4.3 Behavioural and Human Relations theory This approach was undertaken by researchers from either economic and political 03 Follet), natural (J.F. Joteyko), or medical (E. 0D\R sciences, and only a few were technically educated (Tomasz Bata, Hyacinte Dubreuil, and 6WDQLVáDZ %LHĔVNRZVNL to name but a few) 0DUW\QLDN 1989, p.157-203). The Human Relations school of management only indirectly utilised technological progressions. Links with technology can be seen taking into consideration economic growth. In the 1920s, large-scale corporate enterprises were a fact of life, and when productivity increased (once again, mainly due to technical improvements), the focus shifted, in some circles, to the human element of the corporate structure and its effects on company output.

4.4 Quantitative approach The Quantitative school of management chronologically follows management theory. Its origins can be traced to :RUOG :DU II (Gorynia, Kowalski, 2013, p.465). Scientists in countries engaged in the conflict worked on solutions to effectively support the war effort. One idea was to take advantage of mathematical methods and operational research to solve problems related to warfare (Lachiewicz, 0DWHMXQ as above, p.107). As pointed out by D. Jemielniak and D. Latusek, creating quantitative organisational models is directly related to the ability of computers to construct those models (Jemielniak, Latusek, 2005, p.55). It is therefore only appropriate that the development of that management theory coincided with the development of the first computers. As electricity was becoming omnipresent, mechanical elements were being replaced by electrical ones. In 1937 Claude Shannon was inspired by

24

Chapter 1

the functioning of telephone system switches :DOGURS 2001). He then created a concept of utilising the binary system to present logical operations (and, or, if that then, neither nor, etc). He concluded that electric circuits could perform those operations by means of a switch set. A system of logical gates (switches transitioning signals from one or more entries) enabled connections to larger circuits. The switches could be opened or closed via electromagnets. Those circuits, consisting of switches, could be used to solve complex mathematical equations. Based on that architecture, the first computers were built between 1937 and 1945. The purpose of a computer was to perform a wide range of tasks. 3URJUDPPLQJ the machine was vital in order to achieve this goal, otherwise it would remain a rather complicated calculator. That stage was reached in 1949 when the EDVAC model was released :LOOLDPV 1993, p.22). The creation of computers ushered in a new era in technology, which is frequently referred to as the third industrial revolution or the age of computers. This has led to a steady digitalisation of all enterprises where IT systems have become commonplace. Those systems not only supported the operational side of companies but also enabled strategies. It can be stated that, at the end of the third revolution, digitalisation had reached a similar level as the level of electrification had at the end of the second revolution. The third revolution has forced changes to both management practices and the emergence of new management theory concepts. The leading inventions of this period are: a) Transistor – the construction of the transistor is crucial as it paved the way for the spread of electrical devices. The transistor was to the digital era what the steam engine was for the industrial era (Isaacson, 2014, p.131). It enhanced electric current and channelled it appropriately. The actual computing power could be located in a small space such as a calculator or in the nose of a space rocket. The invention of computers did not cause an immediate revolution as they required large and expensive vacuum lamps, which used a massive amount of energy and were highly susceptible to damage. Transistors replaced the lamps as a result. The first computers were costly giants; hence, only large corporations, research centres and the army could afford them. The invention of transistors was a sign that future computers could be smaller. b) Integrated circuit and microchip – the integrated circuit is a miniaturised electric circuit containing anywhere from a few to

Technological progress and management studies

25

hundreds of millions of basic electrical elements (transistors, diodes, dimmers, capacitators etc) (https://encyklopedia.pwn.pl/haslo/uklad-scalony;3990973.html). This allowed for a reduction in the size of computers, so they could become personal through the integration of many elements. It was invented in 1958 and was produced and designed by Robert Noyce. Noyce later founded Intel and would sell the integrated circuits below production price. This led to enormous interest in the invention, and it subsequently became part of many devices, thus bringing about a rise in the demand for electronics. Noyce wanted the integrated circuit to be programmed to perform any given operation. That was achieved in 1969 when the microchip was first created to contain the integrated circuit, which truly opened the way for personal computers 3&V  The emergence of the microchip has also given rise to a large number of new companies which manufacture components and software used for personal computers (Isaacson, 2014, p.199). The invention of the microchip is considered the highlight of the age of computers (Bielski, Kaczmarska, Kwapisz, Szymczyk, 2017, p.2). c) Internet – before the Internet, if a user wished for a computer to perform a task then he or she had to present computer operators a pile of punched cards or a tape and wait anywhere from a few hours to a few days for the results (often not being given the opportunity to see or touch the computer). 1969 is thought of as the beginning of the Internet, when a network between UCLA and 3DOR Alto was established. That also marked the beginning of communication as we know it, as the Internet enabled the exchange of information. As concluded by : :HQ]HO and 0 Feliksiak, traditional media such as radio or television was only one-way traffic – the information would be sent by one entity and would be received by others. The sender would not expect a reply :HQ]HO Feliksiak, 2012). The Internet had a tremendous impact on the growth of trade, the financial markets and the rise of the services sector. This is one of the main reasons why we are discussing the innovations of that period as the third revolution. Nevertheless, at the time of its construction, only those who had direct access to computers could make use of them. As mentioned, computers were large, costly and not sold in regular shops with IT equipment. 3HUVRQDO computers were required. d) 3HUVRQal computer 3& – the concept of a 3& can be traced back to 1945 when V. Bush published an article titled “As we may think”.

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Chapter 1

He imagined a machine for personal use that would store books, records or correspondence and where data could be inserted by means of a keyboard (https://www.w3.org/History/1945/vbush/ vbush.shtml). To realise that dream, it was necessary to wait thirty years. In 1975 Altair entered the market; yet that in itself would not bring about its popularity. At the time, computers could only show green digits and letters on a black background. They had no applications and hence a regular user would have no reason to use them. That changed with Apple II, furnished with a spreadsheet and a text editor. It was a computer that was easy to navigate and fully integrated (hardware, software, keyboard, screen, mouse) (http://americanhistory.si.edu/collectLRQVVHDUFKREMHFWQPDKB 38). Apple II created a market for personal computers which also became a business tool. The next step was to add a user-friendly interface resembling a desktop. :LQGRZV by 0LFURVRIW was the solution, as it eliminated the green letters on a black background. The inventions of the third revolution brought tools that could be used in organisational management. If, according to the quantitative approach, it is necessary to model an organisation digitally, then computers facilitated that goal. Quantitative methods rely on access to information. Computers supported the storage, profiling and appropriate presentation of information enabling decision making. If the digitalisation of the business sector is advancing, the popularity of the quantitative approach in management is diminishing. The prime reason is that it is hardly feasible to model organisations using mathematical equations facilitated by computers. To establish that model, one would need to take into account all organisational aspects (Jemielniak, Latusek, 2005, p.55) which would mean acknowledging that organisations are in fact closed systems. It has been confirmed in literature that the latter is not true (Karcz, 2016, p.208). However, as concluded by T. Gospodarek, there are a range of management issues that can still be analysed quantitatively. He mentions simulations, optimisations and establishing execution possibilities (Gospodarek, 2012, p. 114).

5. Integration approaches The integration approaches are, according to Lachiewicz and 0DWHMXQ systems and situational approaches.

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5.1 Systems approach The impact of technological advances on this school of management was indirect. The origins can be seen in the general systems theory consolidated in the 1930s (https://encyklopedia.pwn.pl/haslo/ogolnateoria-systemow;3950288.html). As per A. Bednarski, as this approach widely uses modern IT systems, it is also called the information systems approach (Bednarski, 1998, p.58). According to this theory, an organisation (as a system) consists of sub-systems (technical, economic, social etc.) between which there is a balance and feedback loops (the effect of a change in one subsystem can be recognised in the others). The principles of systems theory are widely utilised in IT service management practices. ITIL, which is de facto a standard in that area, recommends the systems approach for service design (ITIL Service Design, p.44) and presents a computer as an example of a system (as above, p.424). Also, a standard for information security management refers directly to this theory by recommending it for developing information security models &,60 Review 0DQXDO 2017, p.31). However, technology did not create an incentive to establish the systems approach. Having mentioned that, the fact that - from a practical point of view - this approach finds its application in the field of IT needs to be recognised.

5.2 Situational approach This approach advocates an adaptation of the management method chosen by a given organisation according to the situation it is facing &]HUPLĔVNL et al, 1999, p.29). It has been opined that the origins of the situational approach can be found in the works of Joan :RRGZDUG (1965) and the technological conditioning of organisational structure (Karcz, as above, p.220). Those opinions are vital from the point of view of this article, as :RRGZDUG¶V research originated a school of thought known as technological determinism (Klincewicz, 2016, p.111). Technological determinism meant that the technology used would influence organisational variables, and in particular the organisational structure and methods of work (Klincewicz, as above). If, for example, an organisation decides to use technologies relevant to mass production, then it will also need to adapt its methods of organising workflow to divide work into smaller subsets, standardise elements and ensure the specialisation of individual roles. Even though the concept of the situational approach is a post-war phenomenon, this article argues that technological determinism has been

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applicable since the beginning of management in the form of both practical activity and scientific studies.

6. Contemporary management concepts The authors of “Evolution of management studies” describe several concepts that, with varying strength, would surface since the 1970s with globalisation and the move to the so-called “new economy” (Lachiewicz, 0DWHMXQ as above, p.116). They also point out that the quality and ease of their implementations does vary. It is a fact that at the time of the third revolution and the related digitalisation, there was an eruption of different concepts and management systems. 0DQ\ of them revealed tendencies to further evolve and formalise.

6.1 Benchmarking Benchmarking refers to a reference point that makes it possible to illustrate how an organisation relates to a given standard :\UĊEHN 2013, p.136). For benchmarking to be successful, it needs to have specified procedures divided into steps. It is believed that the concept was the fruit of the visits of Japanese engineers and industrialists to the USA and :HVWHUQ Europe after :RUOG :DU II ħUyGáR-Loda, 2012, p.206). Those visitors had the goal of becoming acquainted with technical and organisational solutions in those economies. Those solutions were used to draw comparisons to Japanese methods and suggest opportunities for improvement. The motivation here was not MXVW a willingness to implement the relevant technologies but also to eliminate the relative economic underdevelopment. The impact of technology on creating this management method was therefore indirect.

6.2 Reengineering Reengineering, also known as Business 3URFHVV Reengineering %35  is a method of undertaking radical changes in the organisational environment. A management approach consisting of dividing work into tasks and functions was replaced by dividing the organisation into crossfunctional teams of people (Nogalski, +DáDF]NLHZLF] :LWW 1999, p.99). The authors of this concept, 0 Hammer and J. Champy, developed it using IT systems in their organisation. On top of that, the name of this approach brings a clear connection to the world of technology which provided a sound impulse for its creation.

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6.3 Outsourcing Outsourcing, similarly to %35 or lean management, can be a consequence of a change of strategy (Nogalski, 0DFinkiewicz, 2004, p.84). It is accepted that its origin was the acquisition of German SURMHFWV by the British car industry in 1979 (https://mfiles.pl/pl/index.php/Outsourcing). Technological influence is therefore evident. As stated by K. Klincewicz, digitalisation facilitated outsourcing, and IT infrastructure management became an attractive VXEMHFW of outsourcing contracts (Klincewicz, as above, p.114). As the fourth industrial revolution advanced in the 2010s, outsourcing might increase its value as a management approach. Cloud technology is becoming the preferred way for organisations to provide their IT infrastructure; many of them choose to outsource their infrastructure to cloud providers. Onsite data centres and communications rooms would cease to occupy a PDMRU place in facilities management. The cloud offers a more attractive alternative.

6.4 Lean management The concept was officially first used in Toyota and is credited to engineer T. Ohno (Faron, 2011, p.69). Lean refers to eliminating any resources needed for production that would not bring benefits in terms of delivering value to customers. The latter would apply to people, space, capital investment, time etc. (Zimniewicz, 2003, p.68) 0DNLng an organisation lean would involve “flattening” its structure by rationalising it, bringing productivity gains and improving the quality of products :\UĊEHN as above, p.135). This system was introduced as the answer to a practical problem related to the lack of resources. It was created by an engineer in the technology environment which mirrors the way scientific management was brought into existence. It can be said that, without the technology element, lean management would not have adopted the shape for which it is known.

6.5 Time-based management Time-based management 7%0 is a management concept underlining the strategic importance of time in creating and delivering added value, which enables companies to offer that added value at the appropriate time and also leads to the more efficient development of new products as well as shipping them to the market 0DWZLHMF]XN 2006, p.125). This approach relates to the requirement for making quick and correct decisions in the

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appropriate timeframe. As stressed by K. Zimniewicz, 7%0 emerged as an answer to the following triggers: -

Changes on the demand side Reduction of product life cycles Reduction of product development time Increased productivity Short times of request fulfilment Tighter schedules 0DUNHW saturation

Time management is a factor in competitive advantage. As technology advances, the role of 7%0 grows. Later in the article, the concept of smart factories will be discussed, where decisions are made and executed almost in real time. This is now supported by modern technologies. 7%0 was not developed because of technological progress, but the further development of the 7%0 concept is determined by technology.

6.6 Virtual organisation A virtual organisation is a structure for organising collaboration between organisational units, institutions or individuals undertaken to fulfil a common goal and to achieve larger benefits than by exploring market opportunities in a traditional way 6áXSVND 2016, p.143). It is paramount for the members of a virtual organisation to cooperate, display some key competences and modern technology in order to exchange information (Barwik et all, p.81). The view that a virtual organisation is determined by technology is not isolated ĩXNRZVND-Budka, 2006, p.149). For a virtual organisation to exist, it needs at least an internet connection, the appropriate hardware and software for exchanging information. :LWKRXW the support of technology, the virtual organisation would not function at all.

6.7 Knowledge management Knowledge management is a capacious concept, and this article will only highlight its connection to technology. As J. Kisielnicki rightly pointed out, it is because of the growth of information technology that knowledge management was established (Kisielnicki, 2004, p.179). That opinion seems to be shared by A. Szpitter, who highlights the wider context of knowledge in an organisational environment. According to her,

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even though knowledge was present in all economic systems, it was technology that set it up as a main trigger for the knowledge-based economy and made it the VXEMHFW of management. She then continues by saying that technology, by placing knowledge at the centre of the economy, pushed capital and labour into the background, confirming that the technosphere dominates the shape of the infosphere and changes its structure (Szpitter, 2013, p.20).

6.8 Contemporary management methods – summary The summary is presented in the table below. Table 1-1. Relationship between contemporary management methods and technological progress Management concept Benchmarking

Outsourcing

Reengineering

Lean management

Description 0DQDJHPHQW by utilising information from a comparison to a chosen standard Transition of management function to a third party 0DQDJHPHQW by redesigning organisational functions into crossfunctional teams 0DQDJHPHQW by eliminating elements not delivering enough value

Relationship with technological progress Indirect impact – technology as a means to achieve business REMHFWLYHV Indirect impact – technology as a resource that can be handed over to a third party Direct impact – IT systems create an environment for the method

Direct impact – the concept was developed as the answer to a technical problem

Time-based management

0DQagement considering the strategic role of time

Indirect impact – via emergence of markets dependent on fast decisionmaking. Technology only facilitates that process.

Virtual organisation

0DQDJHPHQW facilitated by virtual resources

Direct impact – without technology there would be no virtual organisation

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32 0DQDJHPHQW considering the Knowledge strategic role of management information and knowledge Source: own analysis.

Direct impact – technology placed knowledge at the centre of the economy and forced its management

The significance of technology in fulfilling management functions is growing &]XSLDá 2008, p.47). 0RGHUQ companies take advantage of advancements in technology to increase efficiency in order to gain and sustain competitive advantage. At the end of the 20th century, IT systems became an indispensable element of the organisational environment.

7. Challenges for management studies in the era of the fourth industrial revolution It is widely accepted that the effects of the third revolution are computerisation, production process automation and substantial communication improvement 0LFKDOVNL as above, p.9). This served as the direct impulse for the creation of contemporary management methods. Computers (both servers and 3&V transformed into company assets, critical for gathering and processing information. As a consequence of the creation of the :RUOG :LGH :HE ::: the organisational external environment changed significantly once again, directly influencing management on every level from strategic to operational. As concluded by C. Dirican, it can be inferred that the fourth industrial revolution forced companies to open their shops online and in the cloud, and to be represented through social media, smartphones and tablets (Dirican, 2015, p.565). Digitalisation, understood as the spread of IT infrastructure (KWWSVVMSSZQSOVMSF\IU\]DFMDKWPO) but also as the replacement of analogue technical systems with digital ones (http://ozkultura.pl/wpis/664/3), allowed for the gathering and processing of information. IT infrastructure became an asset in supporting the management of business operations. Even though the Internet existed, it did not evolve together with personal computers. The very first Internet $53$1(7 was not available to the public. Other networks were also only available to universities. All this meant that sharing information was still conducted mostly via telephone or fax. The symbiosis between the Internet and computers was established by reaching the following milestones:

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-

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Email (1872) (Furmanek, 2015, p.19) Modem (1981) – facilitated the change of the analogue signal of a telephone line into digital, and therefore to Internet networks (http://www.nethistory.info/History%20of%20the%20Internet/nets nmods.html) The first online portal with news, electronic mail, weather forecast etc. (1985) (https://www.thestreet.com/story/13148737/1/a-short-history-ofaol-from-youve-got-mail-to-verizon.html)

The early Internet was not consolidated and it was not obvious what to look for and where to look for it. That changed in 1989 when Tim Berners-Lee defined the World Wide Web. The system consists of: -

0DUNLQJ each web page (URL) 3URWRFRO http, allowing for the exchange of text documents on the net 3URWRFRO html, to create web pages A simple browser to request and present data Software that would react to requests coming through the net.

The ::: integrated computers with the Internet. It is the thesis of this article that the ::: triggered the fourth revolution – the age of information. The ::: created a reality where information became available to everyone connected to the Internet and computers (including company computers) could be used not MXVW for storing data but also for the exchange of data and information. Access to information here and now enables organisations to build efficient plans and react quicker and more appropriately to external triggers and events. :H are also facing the intensification of the ',.: cycle, the transformation from data, through information and knowledge, to wisdom. This effectively supports knowledge management. Organisations are becoming more aware of the internal and external environment, and it is the acquired knowledge that is the foundation of any organisation as well as an element necessary for building their strategic advantages and credibility (Kowalczyk, Nogalski, 2007). The merger between information and knowledge on one side and technology on the other is reflected in its name – information technology (IT). According to E. and A. 2OHNVLHMF]XN information technologies determine working conditions but also affect all life conditions and growth 2OHNVLHMF]XN 2OHNVLHMF]XN 2009, p. 57). They also stress that, as information is an integral element of all human activity,

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then all processes of individual and collective existence are shaped by technology. Information accessible here and now is, according to this article, the moment where the fourth industrial revolution fully began. It was first recognised in Germany in 2011 as Industrie 4.0 (Hermann, 3HQWHN Otto, 2015, p.5). Its characteristic trait is the omnipresence of data and information. Technology began to make up the background to all aspects of human existence, where technical devices change its surroundings making access to information constantly possible (Gubbi, Buyya, 0DUXFLV 3DODQLVYDPL 2013, p. 1645). The result is a large amount of data that needs to be stored, analysed and seamlessly forwarded. The Internet is evolving into a network of interconnected REMHFWV which not only make use of the information from their surroundings but also interfere with the physical world and use existing technical standards in order to transfer, analyse and utilise data and information (Gubbi, Buyya, 0DUXFLV 3DODQLVYDPL as above). The move from the third to the fourth revolution took place by reaching the following milestones: -

-

-

-

Smartphone – ,%0 Simon – 1992 (https://www.thoughtco.com/history-of-smartphones-4096585). Smartphones enable easy access to information for all users. Web browser – 0RVDLF – 1993 – previously, only lists of web addresses would exist on more or less random web pages. The browser enabled internet searches (https://history-computer.com/ ,QWHUQHW&RQTXHULQJ0RVDLFKWPO) Social media – 1994 – Justin Hall created his first blog. Blogs created a platform for ordinary users to share content as well as to express their opinions and familiarise themselves with the opinions of others. Users did not have to passively consume content any more, but were given an opportunity to become active members of an online community. (http://www.internethistorypodcast.com/2017/06/the-first-blogMXVWLQ-hall/). Social media reshaped new approaches to sales and marketing. The spread of RFID technology – 1999-2003 – (https://ZZZUILGMRXUQDOFRPDUWLFOHVYLHZ"). RFID is used to identify, track and monitor appropriately marked devices (Hachnel, Burgard, Fox, Fishkin, 3KLOLSRVH 2004, s. 1115). Tablet – Lenovo with :LQGRZV ;3 – 2000 – (https://www.businessinsider.com/heres-visual-proof-of-MXVW-how-badlymicrosoft-blew-it-with-tablets-2013-5?IR=T). Just like smartphones,

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tablets are a means by which to access information anywhere, anytime. Industry 4.0 marks the beginning of the anastomosis of people and machines. At the beginning of the 21st century, a traditional 3& is becoming gradually obsolete as smartphones, smart TVs or smart fridges possess the characteristics of computers. The number and variety of carriers and data relays is continuously growing. Communication is happening between people, people and machines, and between machines. As stated by E. Kwiatkowska, in 2014 machines were party to more than half of all internet connections (Kwiatkowska, 2014, p.60). Data are created by (Hashem, Yaqoob, Anuar, 0RNKWDU Gani, Khan, 2015, s. 98): -

Social networks 0DFKLQHV (computers, medical devices) – described as the Internet of Things (IoT) Networks of sensors Transaction data (summarised data example: financial data covering a certain period of time)

Information from the sources above permits a more detailed analysis of customer preferences and habits. The result of that is the possibility of including them in the process of designing and creating products and services. The so-called “smart factory” is becoming a reality, whereby a customer can choose their own configuration from prefabricated modules. Only at that stage would the desired product be assembled and shipped out (Furmanek, 2018, p.62). This effectively means the end of mass production, while a fully automated assembly line would be retained. Goods would be produced on demand as per customer requests. Customer information would be fed into production processes and algorithms would make decisions on further courses of action. As stated in the literature, Industry 4.0 uses information and communication technology for service management and data transfer influencing production processes in real time. It is also said that fast and flexible reaction to customer requirements, together with effective estimation of production cost regardless of a number of scenarios, is a new way to ensure the competitive advantage of an organisation (Kiraga, 2016, p.1604). All of the above amounts to a change in the practice and theory of management with the impact not yet having been researched on an appropriate scale. As shown in the table below, Industry 4.0 marks the greatest collaboration between humans and machines in recorded history.

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Table 1-2. The context of the fourth industrial revolution. Revolution Beginning Known as:

Defining innovation

Characteristics

0HFKDQLFDO 3RZHU production enhanced weaving 1 by the power of loom (1784) water and steam End of the 0DVV production The age of 3URGXFWLRQ 2 19th facilitated by electricity line (1870) century electrical energy Automation of industrial Integrated 0LG-20th The age of 3 manufacturing, circuit century computers emergence of the (1969) service economy Internet of Things, Internet of Data, Internet of Services, Early 21st The age of ::: 4 cloud, Big Data, century information (1989) blockchain, artificial intelligence Source: Szymanowski, 2018, p.15, adapted by: AR. End of the The age of 18th steam century

On the one hand technology is, as it was during previous revolutions, an REMHFW of management. If information has become the most valuable company asset and the volume thereof is growing, then the answer to that challenge is cloud technologies (providing structural backbone for information exchange) and Big Data. According to 0 ĩDELFND:áRGDUF]\N and : Tabakow, Big Data includes: -

Databases Data processing systems 0HFKDQLVPs for acquiring, storing, processing, visualising and inferencing.

Big Data is, therefore, a tool which supports decision-making. Another new technology that can be used for handling data in the company environment is blockchain, which is a “transaction database based on a mutual distributed cryptographic ledger shared amongst all nodes participating in a system. It is public in that it is decentralised and shared by all nodes of a system or network” 0DLQHOOL Smith, 2015, p.8).

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Blockchain can be used as an alternative to a traditional database where data can be stored and shared securely across and networks and users. Its use for business processes was studied by Rimba et al (Rimba et al, 2017). It is claimed 0HDULDQ 2018) that blockchain will increase the visibility and efficiency of many of them. On the other hand, technology is becoming a VXEMHFW of management. As more artificial intelligence (AI) solutions are introduced, the quicker this process will advance. Such solutions are already being used in the banking industry, where an algorithm verifies credit ratings and makes decisions regarding loans and mortgages. The same is happening in advertisement pricing in marketing (Jarrahi, 2018, p.582). Some machines, such as ,%0 :DWVRQ are able to understand natural language and are equipped with deep learning algorithms. This article does not aim to explain the opportunities offered by AI further, but it is a matter of fact that, with the progress being made in terms of automation, machines play a greater role in decision-making. The fourth industrial revolution is about the abovementioned anastomosis, close cooperation between humans and machines meaning that machines can anticipate human requirements and are able to fulfil them in real time. This is creating a world where humans are becoming dependent on technology. As stated by : Furmanek, the growing dependence is creating a premise for the fifth revolution – the age of AI, where intelligent robots would actively interact with their surroundings, adapting their actions to conditions and requirements. The degree of decision-making fulfilled by machines is, at the moment, an open issue. Some scholars believe that the future will bring a world where self-aware machines would release humans from making any relevant decisions (more in: 0DNULGDNLV 2016, p.9). Others stress that humans would retain their advantage in the area of strategy and decision making in conditions of uncertainty (Jarrahi, ac above, p.584). Having mentioned those arguments, machines becoming a popular VXEMHFW in management is bringing with it a challenge that organisation and management theories will need to address. It is necessary to conduct more focused research on the involvement of Industry 4.0 technologies in an organisational environment. It is also vital to verify that, with advances in automation releasing humans from certain organisational activities, that established management theories and methods still correctly describe the quickly changing reality. It can be expected that those theories are universal enough to withstand confrontation with intelligent processes. Automation and mechanisation as phenomena are not new and, as this article shows, have been considered as part of management studies since their inception. Nevertheless, each technological revolution had an impact

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on management theories, as also highlighted in this article. Automation has reached the point where certain tasks are carried out better by machines than when otherwise performed by humans. It is therefore only logical that management studies cannot ignore these new developments. In an extreme case, it might be prudent to create a mechanistic theory in management studies describing the human-machine interdependence in management processes and activities. This would constitute an acknowledgement that machines are not in fact a mere REMHFW of management theories. One problem is certain, that in order to stay relevant management theory researchers must address the changes described, the quicker the better. As summarised by S. 0DNULGDNLV (as above, p.5): -

200 years passed from Newcomen’s invention until Ford’s innovations 90 years passed from the invention of electricity to its wide-scale practical application in manufacturing 10 years passed between the creation of the first smartphone and its widespread adoption

The length of time between technological inventions and their subsequent practical use is shrinking. As stated in this article, reactions from management studies as a field of science are triggered by practical challenges. If “the age of AI” ever comes, it might happen sooner than we expect.

8. Conclusions The goal of this article was to highlight the significance of technological developments in shaping management concepts. It was not the goal of this article to depreciate the role of other factors determining the content and value of management studies, but instead it strives to give technological progress its right place in the aforementioned area. The technological revolution was an impulse for the creation of basic organisational and management theory. That claim, in light of the presented evidence, appears to be indisputable and is supported in literature. According to J. %HOLF]\ĔVNL scientific management has its roots in both economics and engineering, but Tolleson is of the opinion that the greatest impact on the growth of management as a scientific discipline came from engineers %HOLF]\ĔVNL 2018, p.39). As pointed out by T. Oleksyn, engineers are the creators of scientific management, and that first management school might as well be called the engineering approach (as

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above). As presented by B. Nogalski and 3 Niewiadomski, engineering knowledge is of crucial importance for management, including in the present day (Nogalski, Niewiadomski, 2013, s.12). Technological progress was able to exert a clear but uneven influence on different management theories. The details are discussed in the table below. Table 1-3. The relationship between technological progress and management milestones

Technological progress Neolith revolution – first division of labour. 13th century – water and wind as new sources of energy – first craft workshops, further enhancements to work processes. 16th century – with the great geographic explorations – new innovations enabling mechanisation. 1st industrial revolution – first factories using steam power – spread of mechanisation.

Management theory/approach

Relationship between technology growth and management

Pre-scientific period – Need to provide means for management as a living, making organised practical activity. activities a necessity.

Transition period – with higher level of work organisation – first application of scientific approach to management.

Increased complexity of production created the necessity of examining the production process.

Scientific management - answer to the need for organising and controlling production processes in factories.

Technical innovations brought the expansion of organisation functions which triggered the introduction of management of production processes.

2nd industrial revolution – increased role of transport in supporting the economy, electricity in factories, mass production Administrative lowering production costs, theory – the answer to early telecommunications the need to formalise management activities.

Scientific management focusing on increasing efficiency of production did not take into account other aspects of managing

40

Chapter 1 more complex Behavioural approach – the answer organisations. to the need for increasing efficiency of human factors.

Quantitative approach – the answer for creating quantitative models of organisation with the aid of computer programmes. Systems approach – the answer to the need for understanding the 3rd industrial revolution complexity (including – creation of computers interfaces) of and technical organisations infrastructure enabling the processes. collection and processing Systems approach – of information. In the answer to the need manufacturing – for understanding the automation by means of complexity of IT systems. organisations processes. Contemporary approaches – the answer to the digitalisation of organisations, especially the ability to utilise IT systems in management. 4th industrial revolution Contemporary – application of IT approaches – possible solutions in every area of increase of importance human activity. of knowledge Individualised management, 7%0 production using methods and virtual of artificial intelligence organisation.

The emergence of computers provided greater possibilities for the use of mathematical models in an organisational environment.

Advancing automation of organisational environment caused increased complexity, and on the other hand created the need to introduce management methods that would better explain that complexity.

Digitalisation and automation brought about the possibility of the wider use of IT systems in support of organisational processes.

:LWK the rapid growth of IT technologies, the importance of methods facilitating management “here and now” is growing.

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The participation of machines in decisionMechanistic concepts making is growing. It is – possible necessary to research empowerment of which management aspects machines as are and will be under participants (and not human control and which MXVW tools) of will be left for machines to management processes. organise, execute and control. Source: own analysis.

The management theories and methods with a direct impact on technological progress are: scientific management, the quantitative approach and the PDMRULW\ of modern concepts (as presented in table 4). Indirect impact can be observed in administrative, behavioural, systems and situational theories. A type of pattern can also be recognised. As a consequence of technical revolution, a management approach emerged to address the challenges posed by the revolution. This was the case in terms of scientific management for the second revolution and the quantitative school for the third. As those approaches could not fully explain new organisational conditions, other approaches had to be established to fill in the gaps. For the second revolution, those were administrative and behavioural approaches, and for the third it was the systems and situational ones. The first revolution introduced the scientific method to management. The consequences of the fourth revolution on management theories require further analysis. As mentioned, the fragmentation of direct vs indirect functions in a triangle: management-technology-economy. The indirect impact of technology on management is exerted via changes in the economic environment. The latter can effectively postpone technical progress and therefore changes in management. The guild system, which did not permit craft workshops for several centuries, is an example. The fall of guild systems coincided with the wide-spread use of machines 3HQW\ 1922, p.69), which was a decisive factor in the success of craft workshops and later factories. Only when that success was recognised were the first scientific analyses in management conducted. Another regularity is that, with each revolution, the degree of automation of organisation processes expands. In the pre-scientific period, the work was manual - the next step was the introduction of machines. Subsequently the role of machines in production processes grew and the next machines fulfilled entire processes. One does not need academic

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research to realise that, a few steps ahead, machines could be responsible for all organisational processes. If that is to happen then it would change the way organisations are managed. This is the exact reason why it is paramount that this challenge is addressed.

9. Final remarks The relationship between technology and management has been researched and, as K. Klincewicz confirmed, resulted in defining technological determinism as well as (Klincewicz, as above, p.111-114): -

-

A position that technology is an independent variable influencing organisational structure and management decisions (C. 3HUURZ A position that technology is a prime variable influencing organisational behaviour (J. Thompson) SCOT (social construction of technology) – technologies are the result of interactions between users and physical REMHFWV ANT (actor-network-theory) – highlighting the equal status of people and physical REMHFWV in networks of social dependencies (B. Latour) Technology dualism – merging technological determinism with SCOT – technologies are the result of activities conducted by organisational participants, who actively participate in their design and development A perspective of organisational choice – different organisations utilise the same technologies in different ways and achieve varied results.

As indicated in this article, the participation of machines in decision making will undoubtedly be greater. The above perspectives were adopted before machines had any critical role in that area. Each of them describes an aspect of the technology-management relationship. However, as noted above, it is still vital to research what Industry 4.0 technologies (especially artificial intelligence) can do to management processes. From this article, it is evident that every breakthrough in technology brings with it changes in the canon of management theories. There is no reason to think that this time will be any different. The three most probable scenarios are: -

Existing theories and methods are universal and it makes no difference whether their VXEMHFW is a human or a machine;

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-

43

Theories and management methods established during the third industrial revolution do not fully address organisational processes in the world of the fourth revolution and therefore their modification is necessary, or a completely different methodology needs to be introduced Industry 4.0 technologies (such as AI) eliminate the need for organised human activity in some areas of management.

A result of this new research could be the creation of an approach called mechanistic in the article. This concept, which takes its roots from the ANT approach, could develop towards conceding a role to intelligent machines, not only in process execution but also in the creation of organisational behaviour. The extent of that will be fully determined by further technological progress and the goal of management studies should be providing a framework for those changes. The consequences of Industry 4.0 technologies in management are a natural research field. The results of that research would help to understand the phenomenon and prepare, to a certain degree, for the age of machines - which can already be seen on the horizon.

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Rensman, 0 “Economic growth and technological change in the long run”, 620 Research 3DWHUV University of Groningen, 1996, p. 3 Rimba, 3 Tran, A. B., :HEHU I., Staples, 0 3RQRPDUHY A., & Xu, X. “Comparing blockchain and cloud services for business process execution”. In 2017 IEEE International Conference on Software Architecture (ICSA) pp. 257-260 Rostow, : “The stages of economic growth”, Cambridge University 3UHVV 1960, p. 4-16 Rostworowski, E., „Historia 3RZV]HFKQD :LHN XVIII”, 3:1 :DUV]DZD 1999, p. 41-42 SNDZLĔVND E., „Teorie wzrostu i UR]ZRMX gospodarczego”, w: Ekonomia PLĊG]\QDURGRZD wybrane problemy, red. E. 6NDZLĔVND 3 Bartkiewicz, :\GDZQLFWZR 3ROLWHFKQLNL 3R]QDĔVNLHM 3R]QDĔ 2011 6áXSVND U., Ä3URFHV kreowania RUJDQL]DFML ZLUWXDOQHM we ZVSyáF]HVQ\P ĞZLHFLH biznesu”, Roczniki Ekonomiczne .XMDZVNR-3RPRUVNLHM 6]NRá\ :\ĪV]HM w Bydgoszczy, nr 9, 2016, p.143 6NRZURĔVNL A., Ä=UyZQRZDĪRQ\ UR]ZyM SHUVSHNW\Zą dalszego SRVWĊSX F\ZLOL]DF\MQHJR´ 3UREOHP\ HNRUR]ZRMX vol. 1, No.2, p.48. 6RáGDF]XN J., „Historia handlu PLĊG]\QDURGRZHJR´ :6+ :DUV]DZD, 1995, p. 38 Szambelan, A., Ä3RG]LDá pracy MDNR kategoria ekonomiczna”, Ruch 3UDZQLF]\ Ekonomiczny i 6RFMRORJLF]Q\ 29, 1967, z. 4, p. 11-12 Szpak, J., „Historia gospodarcza powszechna”, 3:( :DUV]DZD 2003, p. 52 Szymanowski, : „Foresight MDNR SRGHMĞFLH do przewidywania SU]\V]áRĞFL XXI wieku w obszarze VSRáHF]HĔVWZD LQIRUPDF\MQHJR´ Roczniki Kolegium Analiz Ekonomicznych / 6]NRáD *áyZQD Handlowa, 2018, nr 48, p. 15, Tomaszewska-Lipiec, R., „Od ĞUHGQLRZLHF]QHJR kramu do RUJDQL]DF\MQHM pergoli. 0HWDPRUIR]\ ]DNáDGX pracy”, Labor et Educatio, nr 4, 2016, p. 85 Topolski, J., „Zasoby przyrody a historia VSRáHF]HĔVWZ´ Kosmos, 42(1), 1993, p.50 Trzcieniecki, J., Teczke, J., Ä3RGVWDZ\ RUJDQL]DFML i ]DU]ąG]DQLD :\EUDQH zagadnienia”, *yUQRĞOąVND :\ĪV]D 6]NRáD Handlowa, Katowice, 1998, p.9 :DOF]DN 0 Ä5R]ZyM metod KDUPRQL]DFML pracy”, Studia Ekonomiczne / Uniwersytet Ekonomiczny w Katowicach, nr 118, Nauki o zar]ąG]DQLX - u SRF]ąWNyZ i ZVSyáF]HĞQLH, 2012, p. 99 :DOGURS 0 „Claude Shannon: Reluctant Father of the Digital Age”, 0,7 Technology Review,

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https://www.technologyreview.com/s/401112/claude-shannonreluctant-father-of-the-digital-age/ :HQ]HO 0 Feliksiak, 0 Ä:Sá\Z internetu na JáRVRZDQLH w wyborach parlamentarnych 2011 roku”, Studia 6RFMRORJLF]QH 4 (207), 2012, p. 135 :LHF]RUHN-6]\PDĔVND A., Ä.RQFHSFMD NDSLWDáX ludzkiego w teorii ekonomii – SU]HJOąG wybranych SRMĊü´ :1(,= nr 17, 2010, p. 158 :LOOLDPV 0 R., „The origins, uses and fate of the EDVAC”, IEEE Annals of the History of Computing, Vol 15, nr 1, 1993, p. 22 :RRG J., :RRG 0 „Henri Fayol: Critical Evaluations in Business and 0DQDJHPHQW´ Routledge, London, 2002, p. 87 :yMFLN Z., „Historia 3RZV]HFKQD :LHN XVI-XVII”. 3:1 :DUV]DZD 1999, p. 17 :\UĊEHN H., „:VSyáF]HVQH NRQFHSFMH ]DU]ąG]DQLD w procesie LQWHJUDFML V\VWHPyZ ]DU]ąG]ania w RUJDQL]DFML ]KLHUDUFKL]RZDQHM´ Zeszyty Naukowe Uniwersytetu 3U]\URGQLF]R-Humanistycznego w Siedlcach, nr 97, 2013, p.135 Zimniewicz, K., „:VSyáF]HVQH NRQFHSFMH i metody ]DU]ąG]DQLD´ 3:( :DUV]DZD 2003, p. 68 ħUyGáR-Loda, 0 „Benchmarking – nowoczesna NRQFHSFMD ]DU]ąG]DQLD RUJDQL]DFMą´ =DNáDG =DU]ąG]DQLD Instytut 3ROLWHFKQLF]Q\ 3DĔVWZRZD :\ĪV]D 6]NRáD Zawodowa im. S. 3LJRQLD Krosno 2012, p. 206 ĩ\ZF]\ĔVNL 0 „Historia 3RZV]HFKQD 1789-1870”, 3:1 :DUV]DZD 1999, p. 414 ĩDELFND- :áRGDUF]\N 0., Tabakow, 0 „Technologia big data MDNR nowe QDU]ĊG]LH wsparcia w obszarze zaradzania strategicznego”, Informatyka 2 SU]\V]áRĞFL – 30 lat informatyki na :\G]LDOH =DU]ąG]DQLD 8: :\GDZQLFWZD Naukowe :\G]LDáX =DU]ąG]DQLD 8: 2015, :DUV]DZD p. 10 ĩXNRZVND-Budka, J., Ä2UJDQL]DFMD wirtualna od SRF]ąWNX´ Studia Ekonomiczne / Akademia Ekonomiczna w Katowicach, nr 37, 2006, p.149

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C+$37(52 N(7:25. 5(/$7,216+,36 IN ACHIEVING SUSTAINABLE D(9(/230(17 GOALS JOANNA DZIEē'=,25$1, 0AGDALENA :RÓBEL2, D$:,' ĩEBRAK 3 Abstract The aim of this article is an attempt to present network relationships in terms of achieving the Sustainable Development Goals with special consideration given to the areas of activity of the 2030 Agenda. The 2030 Agenda for Sustainable Development is a framework plan for the world, setting global goals from the perspective of 2030. Its structure includes a set of 17 sustainable development goals adopted by 193 UN member states. The 2030 Agenda is aimed at the formation of a fair world, which is based on respect for the law and rules conducive to social inclusion. In this study, the literary analysis was used as the main research method. This analysis allows the researchers to conclude that the goals of the 2030 Agenda oblige various entities to build network relationships based on close cooperation, aimed at promoting behaviours that allow for economic growth, social development and environmental protection. Its main idea is also the pursuit of development which will guarantee a dignified life for all. Keywords: network relationships, sustainable development, the 2030 Agenda, Sustainable Development Goals. 1

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52

Chapter 2

1. Introduction In the age of technological development and progressing globalisation, the modern world faces new, multi-faceted challenges. Sustainable development, which covers three main aspects, namely social, economic and environmental, deserves special attention. The directions of planning of such activities of a broad scope are usually presented in the form of strategic documents. Rural development is also an important aspect of sustainable development and EU policy, which is reflected in a number of EU strategic documents (Gorb, 2006). 0RVW countries and international organisations have sustainable development strategies that are usually implemented in the long term. There are set goals and tasks within, thanks to which the idea of sustainable development can be implemented. The implementation of specific goals is possible thanks to the cooperation of many stakeholder groups. An important element of achieving the goals is monitoring based on reliable and REMHFWLYH data, which indicates the degree of implementation and progress in achieving the desired effect. The result of such cooperation is the UN long-term plan for world development known as the 2030 Agenda for Sustainable Development. The assumptions of the development plan cover a wide range of issues, and its implementation was then made possible by the involvement and effective cooperation of various organisations and governments of countries at international, regional and national levels 3UDĪPR :yMFLN ĩHUR 2016). The activities carried out for the implementation of the 2030 Agenda require global partnership and close cooperation, thus building relationships between the abovementioned organisations (Cygler, Sroka, 2017).

2. Literature review The importance of sustainable development Sustainable development is a constitutionally guided principle and concept of management. The principle of sustainable development is systemic. Sustainable development as a category is anchored in axioms and natural law and subordinated to human dignity. Reflections on the category of sustainable development are currently mainly undertaken by representatives of economic sciences. However, for representatives of management sciences, this category is still a priority challenge in the field of macro-management, which is to ensure the socioeconomic order. Taking up this challenge is important because, in the

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sustainable development category, there are criteria that ex ante enable one to assess and verify the implemented concepts of development management and avoid unnecessary economic, social and environmental costs on the horizon. The sustainable development category is a principle and a concept that has been permanently inscribed in the considerations of representatives of various disciplines of science and management practitioners. This category is variously defined and found in many acts of international and 3ROLVK law. Sources of sustainable development can be seen in the management process which, being subordinated to the priority of seeking to maximise profits at all costs, has led to the overexploitation and degradation of the environment and violation of the socio-economic order. The destruction that natural capital was afflicted with has become a contribution to reflection on current development priorities. The sustainable development category was first used during the UN Conference in Stockholm in 1972. At this conference, sustainable and permanent development was not explicitly defined as a category, but in the Stockholm Declaration, provisions referring to the idea of sustainable development can be found 4. The above-mentioned records show that by 1972, during the meeting of the international body, special attention was already paid to the importance of quality of human life, intergenerational responsibility, and the complementary nature of economic and social development in the process of public management and sustainability, whose interpretation can be found in the works of B. 3LRQWHN and F. 3LRQWHN one entity (or one sector, capital) cannot grow at the expense of the other or others (3LRQWHN & 3LRQWHN 2009). The Brundtland Report, published in 1987, is another document that addresses sustainable development issues. In this report, economic and ecological goals are linked to social goals, and therefore a fair distribution of natural resources. (...) The formula for sustainable development includes the following elements: ecological sustainability, economic development and social MXVWLFH between generations and within each generation (.RĞPLFNL 2010). The Brundtland Report stressed the complementarity of the triad of goals: economic, social and environmental, and identified elements of sustainable development, and thus set the framework for managing sustainable and permanent development, but lacked reference to the quality of human life. 4

Stockholm Declaration. Stockholm Conference Resolution of 14.06.1972 concerning the natural human environment.

54

Chapter 2

From the point of view of building scientific achievements in the field of sustainable and permanent development, another important event was the United Nations Conference on Environment and Development (Earth Summit) in Rio de Janeiro in 1992, at which the Rio Declaration on Environment and Development and Action 3URJUDPme for the 21st Century Towards Global Sustainable Development (Agenda 21) was approved. 5 The considerations from the Rio de Janeiro Conference were continued during the :RUOG Summit on Sustainable Development in Johannesburg in 2002. In the Johannesburg Declaration, representatives of the global body confirmed their commitment to working towards sustainable development by building a humane, MXVW and sensitive global society, on the assumption that all people have the right to dignity 6. In addition, the Declaration defines the pillars of sustainable development - economic development, social development and environmental protection, which need to be strengthened at local, national, regional and global level 7. 20 years after the Earth Summit of 1992, in Rio de Janeiro on 20-22 June 2012, the United Nations Conference on Sustainable Development Rio +20 was organised. The following declaration can be found in the final document of this conference: we recognise that the elimination of poverty, change of unsustainable and promoting sustainable consumption and production patterns and protection and management of the natural resource base of economic and social development are the overarching goals and essential requirements of sustainable development 8. The document also states that the directions of actions under the green policy for sustainable development should promote the patterns of sustainable consumption and production 9. Another very important document on sustainable development is the New Agenda for Sustainable Development 2030 and its Sustainable Development Goals, which have enormous historical significance for the whole world. It was adopted during the Summit of Sustainable Development, which took place in New York on 25-27 September 2015. In the New Agenda for Sustainable Development 2030, 17 sustainable development goals have been formulated, including the 12th REMHFWLYH of 5

Rio de Janeiro declaration on the environment and development. Compare Johannesburg Declaration on sustainable development. 7 Compare Johannesburg Declaration on sustainable development. 8 3U]\V]áRĞüMDNLHMFKFHP\'RNXPHQWNRĔFRZ\.RQIHUHQFML1DURGyZ=MHGQRF]RQ\Fh w VSUDZLH=UyZQRZDĪRQHJR5R]ZRMX5LR 9 3U]\V]áRĞüMDNLHMFKFHP\'RNXPHQWNRĔFRZ\.RQIHUHQFML1DURGyZ=MHGQRF]RQ\Fh ZVSUDZLH=UyZQRZDĪRQHJR5R]ZRMX5LR 6

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55

consumption: to ensure sustainable consumption and sustainable production patterns 10. Sustainable development can be defined as a principle (criterion) or as a concept. If it is understood as a rule, it means that one can talk about the sustainable development of individual sectors of science and practice in which this principle should be respected. Sustainable and permanent development, understood as a concept, cannot be narrowed down to sectors, because individual sectors of science and practice are components thereof. Therefore, sustainable and permanent development should convey to those sectors its detailed criteria which result from the disaggregation of the basic criterion, which is the permanent improvement of the quality of life 3LRQWHN 2006). The sustainable and permanent development category has been included in the highest 3ROLVK legal act - the Constitution - as the principle and concept of sustainable development. The rank of the principle of sustainable development is underlined by the fact that the legislator has written this principle in the first chapter of the Constitution, which introduces the basic systemic principles of the Republic of 3RODQG As emphasised by : Radecki, expression of the concept of sustainable development in legal form is extremely difficult, but the introduction of this principle to the highest-ranking legal act is a determinant for the legislator when establishing general and specific law (Radecki, 1997). In Article 5 of the Constitution, The Republic of 3RODQG safeguards the independence and inviolability of its territory, ensures the freedom and rights of man and citizen and the safety of citizens, guards national heritage and ensures environmental protection, guided by the principle of sustainable development (Sommer, 2005). State functions were listed and it was pointed out that entities of the public sphere should follow the principle of sustainable development when implementing these functions. Another reference to the principle of sustainable development included in the Constitution is the imposition on the state authorities of the obligation to ensure the ecological safety of present and future generations (Article 74 paragraph 1) and prevention of the harmful effects of environmental degradation on people's health (Article 68 paragraph 4). At the same time, it should be emphasised that sustainable development, defined as a systemic principle, is an axiom and essentially means that one entity (or one sector, namely capital) cannot develop at the expense of the other or others 3LRQWHN & 3LRQWHN 2009). This principle has its axiological legitimacy in the preamble of the Constitution, caring for the preservation 10

The 2030 Agenda for Sustainable Development.

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56

of inherent human dignity 11, and also in Article 30 of the Constitution, where it is stated that the inherent and inalienable dignity of man constitutes a source of freedom and human and civil rights. It is inviolable, and respect and protection thereof are the responsibility of public authorities, because in these records one can find reference to human dignity. The principle of sustainable development is therefore of an anthropocentric character, because it treats human beings as having the highest value in the natural world and allows for the realisation of human development. The legislator in the Constitution also defined the systemic conditions for the implementation of the principle of sustainable development, which can include: -

a social market economy based on freedom of economic activity, private property and solidarity, dialogue and cooperation of social partners (Article 20), citizens' rights - freedom (article 19), the equality principle (article 32), property rights (article 64), freedom to choose and practice a profession and choose a workplace (article 65), the right to safe working conditions (article 66), the right to health protection (Article 68), and consumer protection (Article 76) (Sommer, 2005).

The social market economy, along with the aforementioned citizens' rights, have the rank of systemic determinants of the principle of sustainable development. Thus, they constitute the foundation for the implementation of this principle, enforced by the highest legal act in 3RODQG Sustainable Development Goals are challenges for the management of the development of the modern world. The 2030 Agenda is a global strategy for sustainable development, aimed at the satisfactory development of individual people, social groups of countries, and some regions of the world, especially those lagging behind in development. The United Nations Agenda for Sustainable Development was adopted in New York at a special United Nations summit in September 2015. The 2030 Agenda contains 17 goals for this development (SDG) and the resulting 169 specific tasks. It is a continuation of the 21 Agenda, containing 21 socalled 0LOOHQQium Development Goals 0'*V  which were formulated at the UN conference of 2000. The goals implemented in the period from 2000 to 2015 were directed to poorer, developing countries. The cost of the implementation of the 0'*V is estimated at approx. 600 billion USD. 11 Constitution of the RHSXEOLF RI 3RODQG RI  April 1997 (Journal of Laws of 1997 no. 78, item 483 as later amended.).

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57

These goals have not been fully implemented, especially in the area of social inequalities, unemployment or over-exploitation of natural resources. According to the UN report, it was possible to reduce the scale of extreme poverty, increase access to clean drinking water and to offer education at the basic level, among others (Gruchelski, Niemczyk, 2016).

The 2030 Agenda covers a 15-year period, i.e. until the year 2030. It has been targeted at all countries and other internal socio-economic policies and at the implementation of the global 3DULV agreement (December 2015) on the slowing down of climate change. The main part of the 2030 Agenda is contained in the so-called Addis Ababa action plan (from July 2015), which includes tools and measures (resources), both the budgets of individual countries as well as private and assistance funds, transferred for the purposes of supporting the development of poorer countries (ODA - Official Development Assistance). The 2030 Agenda also determines a sustainable and friendly natural environment, management and socio-economic and environmental management systems, regardless of socio-political and economic systems. The 2030 Agenda includes 17 goals (Table 2-1) in regard to which there is a cause-and-effect relationship, e.g. between employment growth and poverty reduction, or between poverty reduction and the improvement of the natural environment. Additionally, it is worth pointing out that the comprehensiveness and complementarity of the 2030 Agenda can have a direct impact on the degree of achievement of its goals. Table 2-1. The 17 Sustainable Development Goals Goals C1 C2 C3 C4 C5 C6 C7

Areas Eliminating poverty in all its forms everywhere. Eliminating hunger, achieving food security and improved nutrition and promoting sustainable agriculture. Ensuring healthy lives and promoting well-being for all at all ages. Ensuring inclusive and quality education for all and promoting lifelong learning. Achieving gender equality and empowering all women and girls. Ensuring access to water and sanitation through sustainable water management. Ensuring access to affordable, reliable, sustainable and modern energy for all.

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58

C8 C9 C10 C11 C12 C13 C14 C15

C16 C17

3URPRWLQJ stable, balanced and inclusive growth, full and productive employment and ensuring decent work for all people. Building stable infrastructure, promoting sustainable industrialisation and supporting innovation. Reducing inequality within and among countries. 0DNLQJ cities and human settlements safe, stable, sustainable and inclusive. Ensuring sustainable consumption and production patterns. Taking urgent action to combat climate change and its impacts. Conserving and sustainably using the oceans, seas and marine resources. 3URWHFWLQJ restoring and promoting the sustainable use of terrestrial ecosystems, sustainable forest management, combating desertification, restraining and reversing the soil degradation process and halting the loss of biodiversity. 3URPRWLQJ MXVW, peaceful and inclusive societies, the provision of access to MXVWLFH for all, and building effective, accountable institutions at all levels. Strengthening the means of implementing and reviving the global partnership for sustainable development.

Source: Own study based on: UNITED NATIONS.2015. The 2030 Agenda for Sustainable Development. New York 2015 (Internet version, February 2016).

:KHQ analysing the above-mentioned goals of the 2030 Agenda, the first two (C1 and C2), which relate to the elimination of poverty and hunger on a global scale, can be considered the most important. (C8 and C9), which guarantee the employment of residents in a modern, innovative industry in conditions of modern infrastructure (Bakonyi, ']LHĔG]LRUD Grabiec, Smolarek, 2011) are also important goals. These goals also guarantee adequate wages and revenues, which should reduce social inequalities (C10). In the 2030 Agenda, two goals (C6 and C7) refer to minimum living conditions, i.e. access to clean water and sanitation, and access to cheap and clean energy. Assuming that, in the next several years, all inhabitants of the Earth will have access to consumption (including food), Goal 12 of the 2030 Agenda assumes the implementation of sustainable consumption and production, which requires a longer period and, above all, stopping the race among producers of consumption measures in terms of their quantity,

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59

modernity and "gaining market share". The next three goals of the 2030 Agenda concern less measurable socio-political and institutional aspects: (C5) concerns gender equality, (C16) peace and MXVWLFH and strong institutions, while (C17) deals with a partnership for achieving the abovementioned goals. The basic condition for the implementation of the 2030 Agenda goals from a global perspective is that all partners (signatories to the 2030 Agenda) have effective institutions and the skills and capabilities in terms of human resources which are necessary to eliminate poverty and ensure sustainable development 12.

The importance of network relationships for achieving the Sustainable Development Goals The network approach, as a new concept of cooperation between economic entities, was created in the late 1970s as a result of technological changes taking place on the market of enterprises (Business-to-Business, B2B) and increased international competition. It is also widely used in cross-border cooperation through balanced border development, influencing the motivation to strengthen cooperation between cross-border partners. The sustainable development of borders should take into account both social and economic aspects (Kurowska-3\V] 2016). The network approach also espouses the importance of the entirety of the company's contacts with the environment, creating multi-entity, complex systems of dependence of relationships and an extensive network of connections. Ground-breaking views in this respect were presented by the ,03 Group - Industrial 0DUNHWLQJ and 3XUFKDVLQJ Group (5DWDMF]DN0UR]HN, 2009). According to D. Barney, a network is a structural condition, thanks to which separate points (often called "nodes" or "node points") are connected with each other by connections (often called "ties"), which are usually multiple and complex, intersecting with each other and occurring in excessive quantities (Barney, 2004). The network understood in this way is of general character and can be a reference point for building various network structures: social, political, economic, IT, etc. A network in the VXEMHFW literature is also defined as a set of various autonomous organisations that interact directly or indirectly on the basis of one or more 12

European Commission 2015. Communication from the Commission to the (XURSHDQ3DUOLDPHQWWKH&RXQFLOWKH(XURSHDQ(FRQRPLFDQG6RFLDO&RPPLWWHH and the Committees of the Regions. Global partnership for the eradication of poverty and sustainable development after 2015. Brussels RQ  &20 2015 44 final-Internet version, February 2016).

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60

agreements existing between them (De 0DQ 2004). In general, the network is a loose structure composed of units that multiply values and flexibly adapt to the environment ('RPDĔVNL 0DUFLQLDN 2003). H. Hakanson and I. Snehota define the network as three categories connected with each other: network participants, the resources which they possess, and the actions they take (Hakanson, Snehota, 2005). D. :DWWV defined four key elements of network understanding: 1. The network has significant strength in the sense that it is counted in billions for people, and in millions for businesses. 2. The network is dispersed in the sense that each entity has only a few hundred links, many times less than the total population. 3. The network is decentralised, i.e. there is no central point to which all or most units would be connected. 4. The network is highly clustered, and in this approach most networks overlap (:DWWV 1999). According to 0 5DWDMF]DN-0UR]HN three basic features that prove that a given relationship is a network relationship may be proposed: -

-

-

continuous interaction - organisations remaining in a network relationship interact with each other thanks to the existing network of connections (both formal and informal); at the same time, the network relationships between entities mean that any irregularities in any of the relationships will affect other relationships; in addition, the cooperation of entities in the network system allows for the development of a new quality that would not be possible without the network, thanks to the synergy effect; network relationships are usually long-term due to the benefits of network participants; interdependence - entities within the network are connected within resources, entities and activities, and interactions within these areas allow for the creation of an added value that would not be possible for individual entities to achieve; infinity - you cannot unambiguously and clearly define the boundaries and structure of the network, and infinity is the result of an infinite potential number of direct and indirect relationships between entities 5DWDMF]DN- 0UR]HN 2009).

In order to achieve the Sustainable Development Goals, network cooperation between various types of entities is necessary, which - thanks to the synergy effect - will allow for the achievement of the effects which would be impossible without this cooperation. The need for partnership in achieving the Sustainable Development Goals was also highlighted in the 2030 Agenda: we are determined to mobilise the resources needed to

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61

implement this Agenda through a vibrant global partnership for sustainable development, fostering enhanced global solidarity, focusing especially on the needs of the poorest and most vulnerable, with the participation of all countries, all stakeholders and all people 13. Figure 1 presents entities that, thanks to inter-network cooperation, can contribute to the achievement of the Sustainable Development Goals. The global organisations should include international organisations (including the UN, the :+2 and the High-level 3ROLWLFDO Forum that holistically coordinates the implementation of the Sustainable Development Goals. The role of statistical agencies in collecting and analysing data, thanks to which it is possible to monitor progress in achieving the goals set out in the 2030 Agenda on an ongoing basis, cannot be overlooked. In order to achieve the Sustainable Development Goals, it is also important to develop national and regional development strategies subordinated to the implementation of these goals, because such action ensures the coherence of planning at various levels and allows for the achievement of the assumed long-term goals. Therefore, the role of the authorities of individual countries and regional authorities is the management of responsible development, which will be subordinated to the assumptions of the 2030 Agenda. However, the implementation of the Sustainable Development Goals will not be possible without shaping the awareness of citizens who will directly feel the effects of achieving the assumed long-term goals. In the process of shaping the awareness of individuals, a fundamental role is played by educational institutions and research units, shaping the competences of citizens at particular levels of education as well as conducting scientific research and disseminating their results. As mentioned before, the Sustainable Development Goals are an ambitious challenge for the whole world, requiring the implementation of coordinated institutional, economic and social activities on a global scale; therefore, without the cooperation of diversified entities, the implementation of this challenge will be difficult, if not impossible.

13

The 2030 Agenda for Sustainable Development.

Chapter 2

62

High-level 3ROLWLFDO Forum International Organisations

Statistical Agencies

Sustainable Development Goals

Educational Institutions

Research Units

State Authorities

Citizens

Regional Authorities

Fig. 2-1. Network relationships in achieving the Sustainable Development Goals. Source: own study

3. Analysis of the degree of implementation of the Sustainable Development Goals by the European Union countries - research results In July 2017, the SDG Index and Dashboards 2017 report was published, which was developed by the Sustainable Development Solutions Network (SDSN) and Bertelsmann Stiftung experts (Sachs, SchmidtTraub, Kroll, Durand-Delacre, Teksoz, 2017). The report collected publicly available data from 157 countries and assessed what stage of implementation of the Sustainable Development Goals each country was at in 2017. One

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63

of the sections of the SDG Index and Dashboards 2017 report includes profiles of 157 countries surveyed, containing information on, among other things, the country's place in the ranking, the value of the general indicator measuring the level of the implementation of the Sustainable Development Goals, the assessment of the degree of implementation of the Sustainable Development Goals and the value of indicators, by means of which the degree of implementation of these goals was determined. The authors of the report describe in detail the methodology of their research, and particular attention should be paid to the precise selection of the data for the report, which had to meet the following criteria: Global significance of the data and their application to the conditions of individual countries’ selected indicators were important for monitoring the achievements in terms of the implementation of the Sustainable Development Goals and were applied in all or almost all countries; this data had to be comparable on an international scale, so that it was possible to determine the implementation thresholds of the Sustainable Development Goals: 1. Statistical adequacy - data were collected and statistically processed in a credible and reliable manner; 2. Timeliness - data sets must be published without delay and be available for recent years; 3. Data quality - data had to be the best source of information on a given topic and come from national or international sources (e.g. from national statistical offices, intergovernmental organisations) or other reliable sources; 4. Coverage - data must be available for at least 80% of 149 UN 0HPEHU States with a population of more than one million (Sachs, Schmidt-Traub, Kroll, Durand-Delacre, Teksoz, 2017).

The requirements specified in the report allow us to conclude that the study prepared by experts is characterised by high reliability and credibility. In the SDG Index and Dashboards 2017 report, the degree of implementation of each of the Sustainable Development Goals was marked with four colours: -

green - the goal has been achieved, yellow and orange - there are significant challenges in achieving the goal, red - serious barriers to achieving the goal must be eliminated (Sachs, Schmidt-Traub, Kroll, Durand-Delacre, Teksoz, 2017).

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64

:LWKLQ each Sustainable Development Goal, indicators have been defined for various aspects that have an impact on the achievement of these goals and have been measured. In order to determine the degree of implementation of a given goal and assign it to the appropriate colour marking, the authors of the report defined the ranges of values of these indicators. However, colour markings were assigned not only to the Sustainable Development Goals, but also to individual indicators. Thanks to this process, it is possible to determine not only whether a given Sustainable Development Goal was achieved, but also to indicate to what extent individual indicators for this goal are implemented. Based on the data contained in the SDG Index and Dashboards 2017 report, the level of the implementation of the Sustainable Development Goals of the European Union countries was assessed, the results of which are presented in Table 2-2.

SDG Index

Country

SDG Global Rank

Table 2-2. The analysis of the level of implementation of the Sustainable Development Goals by countries of the European Union The level of implementation of the Sustainable Development Goals G 1

G 2

G 3

G 4

G 5

G 6

G 7

G 8

G 9

G 1 0

G 1 1

G 1 2

G 1 3

G 1 4

G 1 5

G 1 6

In total G 1 7

Austria

7

81 .4

1 9 4

2

Belgium

1 2

80 .0

1 8 5

3

Bulgaria

4 0

72 .5

2 4 8

3

Croatia

2 4

76 .9

1 8 7

1

Cyprus

5 0

70 .6

2 7 3

5

Czech Republic

5

81 .9

1 4

1 0

1

Denmark

2

84 .2

6 6 2

3

Estonia

1 5

78 .6

2 4 6

5

Finland

3

84 .0

5 6 3

3

France

1 0

80 .3

1 6 8

2

Greece

3 8

72 .9

0 1

1 1

5

Network relationships in achieving Sustainable Development Goals

65

Spain

2 5

76 .8

0 5 6

6

Holland

1 3

79 .9

2 5 6

4

Ireland

1 9

77 .9

2 6 4

5

Lithuania

3 6

73 .6

1 5 9

2

Luxembo urg

3 3

75 .0

1 6 5

4

Latvia

3 2

75 .2

0 5 8

4

0alta

2 2

77 .0

2 9 3

3

Germany

6

81 .7

3 5 6

3

3oland

2 7

75 .8

1 4 8

4

3ortugal

2 8

75 .6

2 3 7

5

Romania

3 5

74 .1

2 5 8

2

Slovakia

2 3

76 .9

1 4 7

4

Slovenia

9

80 .5

2 7 4

4

Sweden

1

85 .6

7 4 3

3

Hungary

1 8

78 .0

1 3 9

3

Great Britain

1 6

78 .3

2 4 6

5

Italy

3 0

75 .5

0 6 6

5

2

0

18 5

3

1

16 4

8

0

13 9

5

0

6 16

1

0

3 22

3

2

8 20

0

6

6 0

20

5

12 0

10

0

11 7

5

4

12

9

3

7

12 2

24 1

10

0

0

4

19 1

8

5

5 0

19

0

3

12 8

3

3

2

22

0

7

19

Total

Source: own study on the basis of Sachs, J., Schmidt-Traub, Kroll, DurandDelacre, and Teksoz, (2017): SDG Index and Dashboards Report 2017. New York: Bertelsmann Stiftung and Sustainable Development Solutions Network (SDSN).

66

Chapter 2

90 80

85.6 84.2 84.0 81.9 81.7 81.4 80.5 80.3 80.0 79.9 78.6 78.3 78.0 77.9 77.0 76.9 76.9 76.8 75.8 75.6 75.5 75.2 75.0 74.1 73.6 72.9 72.5 70.6

Analysing the places taken by European Union countries in the SDG Index ranking, it should be stated that the first three places among the 157 countries surveyed were occupied by Sweden (1st place, SDG Index 85.6), Denmark (2nd place, SDG Index 84.2) and Finland (3rd place, SDG Index 84.0). The lowest places in the ranking were occupied by the following EU countries: Greece (38th place, SDG Index 72.9), Bulgaria (40th place, SDG Index 72.5) and Cyprus (50th place, SDG Index 70.6). The value of the SDG Index determines the extent to which a given country has achieved the Sustainable Development Goals, e.g. Sweden’s SDG Index rating of 85.6 means that 85.6% of these goals have been achieved.

70 60

Sweden Denmark Finland Czech Republic Germany Austria Slovenia France Belgium Holland Estonia Great Britain Hungary Ireland 0DOWD Croatia Slovakia Spain 3RODQG 3RUWXJDO Italy Latvia Luxembourg Romania Lithuania Greece Bulgaria Cyprus

50

Fig. 2-2. SDG Index of the EU countries Source: own study on the basis of Sachs, J., Schmidt-Traub, G., Kroll, C., DurandDelacre, D. and Teksoz, K. (2017): SDG Index and Dashboards Report 2017. New York: Bertelsmann Stiftung and Sustainable Development Solutions Network (SDSN)

Network relationships in achieving Sustainable Development Goals

30 25 20

24

22 19

19

16

15

12

10

8

5 0

22

20

20

19

7 2 33 0 0

5

3

12 10

8 45 0 0 1

3

4 10

green

2

12 9 7

yellow

0

16

18

13

12 11 10 7 55 6

0

67

6 2

8

0 00

orange

6 33 0 01

9 8 5 1

0

4 35 2

red

Fig. 2-3. The degree of implementation of the Sustainable Development Goals by the EU countries Source: own study based on Sachs, Schmidt-Traub, Kroll, Durand-Delacre, and Teksoz, (2017): SDG Index and Dashboards Report 2017. New York: Bertelsmann Stiftung and Sustainable Development Solutions Network (SDSN).

:KHQ assessing the degree of implementation of the Sustainable Development Goals by EU countries, it can be observed that the greatest problems occur with the following goals:  Goal 12: Ensuring patterns of sustainable consumption and production,  Goal 13: Taking urgent action to combat climate change and its consequences,  Goal 14: 3URWHFWLQJ oceans, seas and marine resources and using them sustainably. In the case of Goal 12 - concerning sustainable consumption and production - in as many as 20 countries it is necessary to eliminate PDMRU barriers to achieving the goal, and in six countries the implementation of this goal is a significant challenge. It is worth noting that even countries occupying the top three places in the ranking (Sweden, Denmark and Finland) have serious problems with ensuring patterns of sustainable consumption and production. The reason for this may be widespread consumerism and overexploitation of the natural environment, because, as indicated earlier, EU countries also have serious problems in achieving climate change goals and protecting oceans, marine waters and their resources.

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The analysis of the progress of EU countries in achieving the Sustainable Development Goals made it possible to observe that the PDMRULW\ of countries - 19 out of 28 - have already achieved Goal 1 to eradicate poverty, and progress towards meeting Goal 6 on access to water and sanitation should be assessed positively. However, one must be aware of the fact that the path to achieving the Sustainable Development Goals is still very long and requires comprehensive, decisive actions on a global scale, so that in 2030 all or a large PDMRULW\ of the assumed goals are achieved.

4. Conclusions The Sustainable Development Goals (SDGs) will be an indispensable platform for building a better world. The various concepts that lie behind this ambitious agenda will together provide the engine for progress – the need for a defined vision, the importance of multistakeholder partnerships, the emphasis on accountability and measurement, and the acknowledgement that environmental, social and economic goals are interconnected. The very exercise of setting goals fulfils various functions. The definition clarifies what we are working towards, creating a sense of purpose around which different constituencies can cohere (Sachs, Schmidt-Traub, Kroll, Durand-Delacre, Teksoz, 2017): 1) 2) 3) 4)

Every country faces PDMRU challenges in achieving the SDGs 3RRU countries need help to achieve the SDGs The universal SDG agenda contains important spillover effects Countries should usefully benchmark themselves against their peers as well as against the goal thresholds 5) Countries and international agencies need to make substantial investments in statistical capacity to track the SDGs (Sachs, Schmidt-Traub, Kroll, Durand-Delacre, Teksoz, 2017).

The SDGs rightly emphasise a universal agenda that requires all countries – both rich and poor alike – to take decisive actions to support sustainable development. In this year’s report we note that the development patterns of the rich countries may generate adverse “spillovers” that may hinder the ability of poorer countries to achieve the SDGs. For example, the high consumption levels, banking secrecy and tax havens, and weapons exports by rich countries may severely inhibit sustainable development in poorer and more vulnerable countries. On the other hand, international development finance by high-income donor

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nations also directly supports the SDGs. 0DQ\ of the adverse spillovers tend to be neglected or poorly measured in official development statistics. The 2017 SDG Index and Dashboards therefore review the scientific and policy literature to identify the best available data for quantifying such complex spillovers. :H show that there are indeed many such adverse global spillovers to consider and that they are driven strongly by highincome countries. :H believe that such adverse spillovers deserve much greater attention by national and international efforts to achieve the SDGs and by statistical agencies. :H know that our report is only a start on such analyses and should be understood in that spirit. The SDG Index and Dashboards show that the data on important SDG priorities are sometimes unavailable, out of date or not yet counted on the official list of indicators. Filling these gaps and ensuring that key measures are included among the official indicators will require improved metrics as well as more and better data. One priority for SDG implementation must therefore be to invest in strengthening data collection, the choice of indicators, and statistical capacity in all countries. The 2017 SDG Index and Dashboards report generates “tough grading” for all countries, including the richest ones. :H have chosen this approach not to be punitive or pessimistic about the prospects for dramatic improvements, but to draw attention to the most urgent SDG-related challenges facing each country in terms of each SDG. :H hope that, in addition to governments, other SDG stakeholders will find this report interesting and useful. Business, civil society organisations, foundations, universities, the media, and others will all play a vital role in turning the SDGs into practical tools for explaining sustainable development, managing implementation, ensuring accountability, and reporting on progress at local, national, regional, and global levels (Sachs, SchmidtTraub, Kroll, Durand-Delacre, Teksoz, 2017). Author Contributions: The individual contribution and responsibilities of the authors are as follows: Joanna ']LHĔG]LRUD 0agdalena :UyEHO and Dawid ĩHEUDN conceived and undertook the literature review. 0DJGDOHQD :UyEHO conceived and designed the metrics of the research, and undertook data collection and analysis. Joanna ']LHĔG]LRUD and Dawid ĩHEUDN wrote the theoretical part of the paper, and 0DJGDOHQD :UyEHO and Dawid ĩHEUDN wrote the empirical and discussion parts of the paper.

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Funding: 3OHDVH add: “This research received no external funding” or “This research was funded by [name of funder] grant number [xxx].” Check carefully that the details given are accurate and use the standard spelling of funding agency names at https://search.crossref.org/funding; any errors may affect your future funding. Acknowledgments: In this section you can acknowledge any support given which is not covered by the author contribution or funding sections. This may include administrative and technical support, or donations in kind (e.g. materials used for experiments). Conflicts of Interest: The authors declare no conflict of interest.

References Bakonyi, J.; ']LHĔG]LRUD J.; Grabiec, O.; Smolarek, 0 Ed.; =DU]ąG]DQLH w innowacyjnej gospodarce, Oficyna :\GDZQLF]D Humanitas, Sosnowiec 2011. Barney, D., 6SRáHF]HĔVWZR sieci, :\GDZQLFWZR Sic!, :DUV]DZD 2004. Compare Johannesburg Declaration on sustainable development. Constitution of the Republic of 3RODQG of 02 April 1997 (Journal of Laws of 1997 no. 78, item 483 as later amended.). Cygler, J.; Sroka, :. Structural pathologies in interorganizational networks: analysis of the position in the network, network density and links in the network. Proceedings of the 17th International Scientific Conference “Globalization and Its Socio-Economic Consequences”, University of Zilina, The Faculty of Operation and Economics of Transport and Communications, Department of Economics 4th – 5th October 2017, pp. 299-366. De 0DQ $3 The network economy. Strategy, structure and management, Edward Elgar 3XEOLVKLQJ Ltd., Cheltenham, Northampton 2004. 'RPDĔVNL R.; 0DUFLQLDN A. Sieciowe koncepcje gospodarki miast i regionów, .3=. 3$1 :DUV]DZD 2003. European Commission 2015. Communication from the Commission to the European 3DUOLDPHQW the Council, the European Economic and Social Committee and the Committees of the Regions. Global partnership for the eradication of poverty and sustainable development after 2015. Brussels, on 05.02.2015 &20 2015 44 final-Internet version, February 2016.

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Gorb, O. Development of complex approach to defining the notion “Sustainable development of rural territories”. Forum Scientiae Oeconomia 2016, 2, p. 97. Gruchelski, 0 Niemczyk, J. Agenda Narodów Zjednoczonych na rzecz ]UyZQRZDĪRQHJR rozwoju 2030 i cele ]UyZQRZDĪRQHJR rozwoju szanse realizacji celów, 3RVWĊS\ Techniki Przetwórstwa 6SRĪ\ZF]HJR 2016, 1, pp. 122-126. Hakanson, H.; Snehota, I. Developing relationships in business networks, Routledge, London 2005. .RĞPLFNL E. =UyZQRZDĪRQ\ rozwój w warunkach globalizacji gospodarki, :\GDZQLFWZR Ekonomia i ĝURGRZLVNR %LDá\VWRN – 3R]QDĔ 2010. Kurowska-3\V] J. Opportunities for Cross-Border Entrepreneurship Development in a Cluster Model ([HPSOL¿HG by the Polish–Czech Border Region, Sustainability 2016, 8, p. 230. 3LRQWHN F. Spór ZRNyá kategorii rozwój i rozwój ]UyZQRZDĪRQ\ – jego konsekwencje dla teorii i praktyki, Problemy Ekologii, 6, 2006, 283291. 3LRQWHN F.; 3LRQWHN B. Przyczynek do dyskusji na temat ]UyZQRZDĪRQHJR rozwoju w polityce ZáDG]\ publicznej. In :Sá\Z idei ]UyZQRZDĪRQHJR rozwoju na SROLW\NĊ SDĔVWZD i regionów. Tom 1. Problemy RJyOQRSDĔVWZRZH i sektorowe; 3RVNURENR B., Ed.; :\GDZQLFWZR :\ĪV]HM 6]NRá\ (NRQRPLF]QHM in %LDá\VWRN %LDá\VWRN 2009, pp. 4963. 3UDĪPR A.; :yMFLN J.; ĩHUR 0 Wyzwania statystyki publicznej w ĞZLHWOH Agendy na rzecz =UyZQRZDĪRQHJR Rozwoju 2030. :LDGRPRĞFL Statystyczne 2016, 9 (664), pp. 55-68. 3U]\V]áRĞü MDNLHM chcemy. Dokument NRĔFRZ\ .RQIHUHQFML 1DURGyZ =MHGQRF]RQ\FK w sprawie =UyZQRZDĪRQHJR 5R]ZRMX Rio +20. Radecki, : Konstytucyjne podstawy ochrony ĞURGRZLVND w Polsce, Problemy Ekologii, 5, 1997, pp. 138-149. 5DWDMF]DN-0UR]HN 0 *áyZQH cechy relacji sieciowych SU]HGVLĊELRUVWZ. Organizacja i Kierowanie 2009, 4, 2009, pp. 75-83. Rio de Janeiro declaration on the environment and development. Sachs, J.; Schmidt-Traub, G.; Kroll, C.; Durand-Delacre, D.; Teksoz, K. SDG Index and Dashboards Report 2017. Bertelsmann Stiftung and Sustainable Development Solutions Network (SDSN) New York 2017. Sommer, J. Prawo a koncepcja ]UyZQRZDĪRQHJR rozwoju. In =UyZQRZDĪRQy rozwój. Od utopii do praw F]áRZLHND; 3DSX]LĔVNL A., Ed.; Oficyna :\GDZQLF]D Branta, Bydgoszcz 2005. Stockholm Declaration. Stockholm Conference Resolution of 14.06.1972 concerning the natural human environment.

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The 2030 Agenda for Sustainable Development. :DWWV D.; Networks Dynamics and the Small-World Phenomenon. The American Journal of Sociology 1999, 2, pp. 493-527.

C+$37(53 D(9(/230(17 OF BUSINESS 02'(/6 AND THEIR KEY &20321(176 IN THE CONTEXT OF CYBER-3+:LOOLDPV Brown, Onsman, 2012]. In the analysed case, the .02 coefficient assumed a value of 0.576. Bartlett's sphericity test showed that the hypothesis of uncorrelated coefficients can be UHMHFWHG - the statistic of the test is 260.2271 with a significance level of less than 0.001. Further 3&$ analyses are MXVWLILHG and methodically correct (Table 4-8).

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Table 4-8. KMO sample adequacy and Bartlett test KMO sample adequacy Approximate chi-square df Significance

Bartlett test

0.576 260.271 15 0.000

Source: own work.

In the further analysis, the method of distinguishing main component factors with Varimax rotation was applied. However, the selection of components was based on the Kaiser criterion, which assumes that the eigenvalues of factors will be greater than one. Factor analysis gave the basis for qualifying six factors to two components: the sum of squares of charges after rotation was approximately 74% (Table 4-9). Table 4-9. Two main components of the Relational Selling Maturity Index Component C1 C2

Name of component Building lasting relationships with customers Commitment to customer service

Scope of factors

Defined % of variance after rotation

Weight for RSMI

f1-f3

37.351

0.507

36.365

0.493

73.717

1.00

f5; f7-f8

Source: own work.

Assigning individual factors to the components made it possible to name all components of the 560, indicator and to assign component weights. The weights were normalised by the sums of the squares of charges that correspond to the part of the variance explained by the given component (Table 4-9). The developed composite indicator 560, adopted the formula: 560, = (0.507·C1)/3 + (0.493·C2)/3 = = (0.507·(f1+f2+f3))/3+(0.493·(f5+f7+f8))/3. The distribution of 560, values is characterised by quite strong left-sided skewness, which means that the PDMRULW\ of values were above average (Table 4-10). Considering the fact that each of the six factors included in the 560, structure was assessed on a 5-point scale ("1" means sporadic use of the action, and "5" very frequent use), the average value of the

111

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indicator of 4.6 indicates that the average maturity of relational sales is at a high level throughout the sample. Table 4-10. Descriptive statistics for RSMI N (important) 100 Sum 460.08

Mean

Median

Dominant

4.6008 Skew -2.221

4.8310 Kurtosis 4.855

5.00 Min 2.18

Standard deviation 0.58450 Max 5.00

Variance 0.342 Gap (Max-Min) 2.82

Source: own work.

The limit (median) value in the 5-point scale is 3.00. Generally, it can be assumed that the low level of maturity of relational sales is for the 560, values in the range ,Q@3ROLVK5DGLR https://www.polskiHUDGLRSO$UW\NXO3RF]WD-3ROVND-tnie-koszty]PQLHMV]D-zatrudnienie (access 14.06.2018 r.)

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Due to the consequences of the decision related to the exemption of postmen, which are analysed further, it is worth presenting a table showing the number of 33 postmen and the decrease in this figure over the years 2011-2014. Table 11-1. Number of Poczta Polska outlets in 2012-2015. Date 01.01.2012 31.12.2012 01.01.2014 30.06.2014 31.12.2014 30.06.2016 Number of 8384 8452 7870 7724 7527 7476 branches Source: own study, based on Supreme Audit Office: Restructuring of 3oczta 3ROVND SA ..., op.cit.

As can be seen from the table above, the company adapted to the legal regulations related to maintaining a suitable number of post offices. :KHQ the postal market became demonopolised, these regulations were abolished, and as a result the company began to gradually liquidate its branches. From 31 December 2012 to 30 June 2015, 3RF]WD 3ROVND liquidated as many as 976 branches. Despite the liquidation of nearly 1000 unprofitable outlets, 3RF]WD 3ROVND decided to modernise existing outlets and optimise them in terms of market trends. The company opted for a modern service model, transforming post offices into friendly customer service points. For example, in 2014, 3RF]WD 3ROVND had 100 revitalised facilities, in which there were self-service zones open 24 hours (Annual report, 2014, 16). The transformation of selected post offices was carried out while creating new ones. The outlets were created in places which were easily accessible to customers, e.g. housing estates, shopping centres, etc. At the end of 2014, the company could boast of 204 outlets functioning in the new model (Annual report, 2014, 42). The number of self-service trading areas also gradually increased. At the end of 2014, 280 such zones already existed (Annual report, 2014, 43). The company also invested in modern equipment to improve the quality and availability of products and services offered. An example of a modern machine is the so-called "ZUSomat," a device thanks to which clients can fulfil their obligations towards the Social Insurance Institution. Using "ZUSomat" machines, customers could - among other things submit various types of documents and applications, and also use the ZUS online service. In addition, the company purchased modern IT equipment, for example desktops, notebooks, and radio scanners which were

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connected to the LAN network to freely send internal company data, and to facilitate the work of its employees (Annual report, 2014, 51). The process of the revitalisation of post offices was highly complex. The modernisation of outlets and the installation of modern equipment was not the only stage, as the relevant competences of the employees were also important. To this end, 3RF]WD 3ROVND by conducting internal training or using external companies, has trained over 80,000 employees so that they can contribute to the company's success and carry out its mission (Annual report, 2014, 55). 33 has carried out many corrective actions and development activities to improve the timeliness and availability of its products and services, as well as to improve their quality. In order to improve the availability of their services, in addition to optimising outlets and their deployment, it was also necessary to optimise the arrangement of mailboxes, which are placed in the local postal area by the designated operator. Having a total number of mailboxes unsuitable for the number of letters sent to them caused considerable difficulties, e.g. the overflow of letter boxes in a given area. Referring to the data presented in the table below, a significant decrease can be noted in the number of boxes installed. The biggest differences can be observed in the case of rural areas, where at the turn of 2011 and 2014, letter boxes were being gradually removed; by 2014, as many as 8542 boxes had been removed. Table 11-2. Number of mailboxes in Poland, by urban and rural areas. Year

2011

Number of transmitting boxes 24871 in the countryside Number of transmitting boxes 15492 in cities Altogether 40363

2012

2013

2014

20974

18164

16329

15015

14661

13585

35989

32825

29914

Source: own study, based on Supreme Audit Office: Restructuring of 3RF]WD 3ROVND SA ..., op.cit.

Another issue regarding mailboxes was their incorrect installation. In many cases, they were installed too high, which made it difficult for disabled people to handle them. Although the method of solving the problem seemed trivial (installing the box slightly lower), it was not always possible to do so. The main reason for this phenomenon was the lack of consent of the owners or building administrators to replacing the

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mailboxes, so that their installation in accordance with the applicable requirements was impossible. An equally important aspect is timeliness. Due to intense competition on the mail and courier services market, this indicator becomes particularly important. In order to improve the timeliness of its services, 3RF]WD 3ROVND has invested in sorting packages, simultaneously challenging many companies operating on the courier market. This sorting plant has enabled the delivery of 2.5 million parcels per month, which has significantly streamlined the entire order completion process and improved its timeliness. 3RF]WD 3ROVND is successively investing in subsequent sorting plants that are being installed throughout the country. Despite the fact that these are huge investments (one sorting plant costs approximately 3/1 50 million), the company believes that ensuring timely deliveries to its clients will allow it to gain an advantage over its largest competitors, among others the German company DHL, the American company 836 and the French company '3' (Business Insider 2018). In 2014, the company invested in eight sorting machines for letter items, which were installed in :DUVDZ (three machines) and in Zabrze (two machines). The rest of the machines were placed in 3UXV]F] *GDĔVNL Lisi Ogon and :URFáDZ In addition to investments in sorting machines, 33 also invested in delivery vans. Such an action also improved the timeliness of services, due to minimising the risk of failure of outdated vehicles; in addition, it reduced transport costs and depreciation costs due to modern technologies and the high-quality materials from which cars are currently produced. In 2014 the company leased 320 trucks, with a total weight not exceeding 3.5 tonnes, 54 universal vehicles (over 3.5 tonnes), as well as 85 highly specialised bankers, or vehicles for transporting valuable goods or high sums of money (Annual report, 2014, 51). The demonopolisation of the postal market and the constantly increasing value of the courier market forced 3RF]WD 3ROVND to introduce specific measures in relation to the above-mentioned problems. Despite many barriers to entering the courier services market (high competition; a large percentage share of the market held by leading players), the company managed to emerge on this market, occupying fourth position in terms of market share, and 3RF]WD 3ROVND V strategy for the coming years defines the services of the .(3 market as one of the company's leading pillars. The company achieved this success thanks to perfectly planned activities and the reorientation of its offer.

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Thanks to the well-developed transport network, in 2014, 33 transported almost 6 million shipments, which is 50% of the total volume of packages shipped by the company, and this number continues to rise. In terms of courier parcels, the company has introduced individual services characterised by satisfactory availability and a high percentage of shipments on time. These services are: x x x x

3RF]WH[ courier 48, 3DUFHO 48, 3DUFHO 24, 3DUFHO EXTRA 24.

Courier services on the foreign market were also introduced. An example of such a service is the "UKRAINE 3/86 3DFNDJH which was added to the company’s range of services in June 2014. Thanks to this service, the customer can send a shipment of up to 30kg to any destination throughout the Ukraine at an attractive price. In the case of this service, it is also possible to track the status of the parcel on the 3RF]WD 3ROVND website. Numerous successes in the mail courier market also owe a debt to highly developed IT systems that support .(3 services, such as the so-called "Electronic Sender", which is an interactive tool used to send parcels over the Internet (Annual report, 2014, 33-34). This tool is characterised by its unusual simplicity in use. All you need to do is log in to the site, fill in the data, print the label, pack the parcel, send it to the courier or post office, and then wait for it to be delivered. Of course, the course of the delivery process can be tracked via the 33 website or the mobile application :KDW is an electronic sender, 2018). The implementation and development of services from the above areas allowed the company to defend revenues and losses resulting from the liberalisation of the postal market and threats from e-substitution. In addition to the restructuring measures described above for improving timeliness and improving the quality of transport services (purchase of cars, sorting), as well as the introduction of new services on the .(3 market, 3RF]WD 3ROVND is successively implementing pallet shipments, which it has introduced to its range of services in the past. From year to year, the company’s revenue from this service has almost doubled:

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Fig. 11-1. Annual revenues from pallet shipments in 2012-2014 (million ]á Source: own study, based on 3RF]WD 3ROVND Annual report 2014 ..., op.cit.

As can be seen in the above chart, in 2012-2013, the company recorded an increase of 100%, while in 2013-2014 the corresponding figure was 81%. Such large increases testify to the company's effective efforts to develop this service. An important improvement in terms of logistics services was the introduction and development of modern IT systems, such as the Transport 0DQDJHPHQW System 706  which enables the collection of orders and supervision over the correct flow of shipments within the country (Annual report, 2014, 35). 3RF]WD 3ROVND significantly expanded its range of insurance services in 2014. New services were introduced, such as OC, Autocasco, Assistance, 11: and real estate insurance. :LWK these services, customers can take advantage of the 3RVWDO Financial Zones located in modernised facilities, as well as over 8000 licensed insurance agents. IT also played an important role in terms of insurance services. The company launched sales via mobile devices which postmen, for example, were equipped with (Annual report, 2014, 36). Thanks to constant cooperation with Bank 3RF]WRZ\ SA, 3RF]WD 3ROVND significantly increased its sales of banking services. In 2014, the company achieved a sales result which was 35% higher than in the previous year. The 33 offer includes: x x x x

term deposits, consumer loans, savings accounts, savings and billing accounts.

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In particular, 3ROLVK 3RVW undertook the sale of consumer loans. To this end, Bank 3Rcztowy launched an attractive loan offer with low instalments. This means that a client who provides an information form from another bank (a competitor of Bank 3RF]WRZ\ will receive better credit terms. As far as savings and billing accounts are concerned, the company introduced loyalty programmes that bring numerous benefits to its customers instead of actively using the banking services offered by the company. These loyalty programmes include: x 338 3RVWDO Insurance 3URJUDPme) - refund of 10% of the premium amount for insurance if the premium is paid through an account at Bank 3RF]WRZ\ SA. x 333 3RVWDO 3DFNDJH 3URJUDPme) - a refund of 10% of the resulting costs using selected postal services (mostly from letters and parcels). In cooperation with Bank 3RFztowy SA, the company is constantly increasing its customer base. The number of clients using 33 banking services for 2014 was 1447 people (Annual report, 2014, 36). Thanks to the modification of services in the field of traditional financial services, 3RFzta 3ROVND effectively minimised losses in revenues resulting from the loss of its monopoly. Initiatives include: x the launch of an internet platform that allows customers to make online payments, e.g. for an RTV subscription, x a network of exchange offices, introducing over 800 currencies for exchange and improving access to these exchange offices, due to their launch in post offices, x the introduction of a cash machine and postal orders, x improved service in terms of foreign transfers. The commercial activity of 3RF]WD 3ROVND is mainly based on the sale of magazines and newspapers. The company also recorded an increase in this area. In 2014, sales in outlets and the online store increased by over 30% compared to the previous year. The company owes this success to the introduction of self-service trade zones and a new system of exposition of magazines and newspapers in outlets (Annual report, 2014, 37). The philatelic area is an important element of the company's activity due to the implementation of the company's mission in relation to the cultural (popularisation of culture) and historical (commemoration of the most important 3ROLVK anniversaries and notable events) spheres. As part

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of its philatelic services, 33 introduced a new service in 2013 - 0\ =220 Thanks to this service, clients can create their own, personalised postage stamp. It is an excellent solution for entrepreneurs who want to promote their brand. Customers have very warmly accepted the new 3RF]WD 3ROVND service, which is confirmed by the consistent increase in revenues from this service (Annual report, 2014, 38).

3. Conclusions and recommendations 3RF]WD 3ROVND has restructured many areas of its operations. 0DQ\ remedial or developmental actions have significantly improved the company's position. However, some activities did not bring the expected results. The liquidation and modernisation of post offices only partly resulted in the intended effect. First of all, through the liquidation of unprofitable outlets, the company managed to save large sums of money that could have been spent on modernising existing facilities. Unfortunately, the liquidation of branches resulted in significant restrictions related to the availability of the company's services, which caused considerable dissatisfaction among 33 clients. 0RUHRYHU indicators regarding the availability of postal services have significantly deteriorated. Nevertheless, the liquidation of post offices was a necessary activity and brought benefits to the company in the form of savings, but also losses in the form of a decrease in customer satisfaction linked to the availability of postal services. On the other hand, the modernisation of post offices and various types of investments in new equipment (sorting, IT systems, cars) brought many tangible benefits to the company. The sorting plant installation improved the timeliness and speed of the delivery process. Fast delivery is a key aspect of the courier industry, which is why so many companies strive to shorten the delivery time as much as possible. The introduction of modern information systems was also an excellent move that improved the availability of services in the area of e-commerce. The company's clients could do many things on-line, for example print a label, order a courier to pick up parcels, etc. In addition, the installation of information systems in post offices was a great help for its employees. These systems are highly transparent, which allows many activities to be carried out faster, constantly supervising the status of individual deliveries and intervening if necessary. The purchase of cars was another step towards improving the timeliness of the services provided and reducing depreciation costs. The more cars a company has, the more it improves the timeliness indicator,

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which is extremely important in the transport industry. Nevertheless, a larger number of cars is associated with higher costs related to: x insurance, x employing more drivers, x maintaining vehicles in good condition. Despite high costs, investment in new vehicles was necessary. It is true that the funds invested in cars could have been allocated to maintaining staff levels in post offices and indicators of access to services at a higher level, in order to prevent further decreases in levels of customer satisfaction. However, the purchase of new vehicles and the strengthening of the transport network were more important for 33 If not for this investment, the degree of dissatisfaction could have been even higher, due to possible logistics delays resulting from the lack of the above-mentioned measures. The effects of restructuring measures in the field of employment reduction also caused considerable indignation among 3RF]WD 3ROVND V clients. As a result of the redundancies of many employees, there were queues at the windows, and many of them were completely closed. Due to the reduction in the employment of postmen and couriers, the timely delivery of parcels declined significantly. In many situations, there were unexplained cases of advice notes (recipients of parcels were at home and claimed that no-one came to deliver the parcel). The 3ROLVK 3RVW unfortunately, did not foresee the possible consequences of the dismissals of such a large number of employees. The company tried to improve access to its services by means of other methods mentioned above. However, failure in this area proves that adequate human resources are irreplaceable and extremely valuable. No modern software or IT system can replace a person who does his or her MRE well. A significant amount of controversy was caused by changes related to the centralisation of company management. After the liquidation of the district directorates, many new centres and divisions were created. In each of these newly created units, new director-level positions were created, for which 34 people were hired. They received exceptionally generous employment conditions which, in turn, were the VXEMHFW of numerous complaints addressed to the Supreme Audit Office by deputies to the 3ROLVK Government and postal workers. Another issue is the remuneration system for 'director' positions. As mentioned, employment was reduced by nearly 13%, and the REMHFWLYH of reducing the vacancy rate was obvious - saving money that was to be spent

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on the further development of the company. Despite the need to economise and the poor financial results of 3RF]WD 3ROVND the remuneration of the management board in 2013 increased by over 156% compared to the previous year. According to the company's management, the remuneration of management board members does not differ from the average remuneration of other State Treasury companies, and is even below the average level. Nevertheless, the increase in the earnings of the company's management board members during such a period when the company was struggling with many problems aroused much controversy. The entry into the .(3 market and the intensive development of courier services by 3RF]WD 3olska are unprecedented, representing the company's greatest achievement in recent years. The decision to enter the courier market was made after the liberalisation of the postal market and was a very effective response to losses resulting from opening this market up to competition. Despite many barriers to entry, the company managed to enter the courier parcels market successfully. Of course, it required considerable investment, but the liquidation of branches and reduction of employment allowed for the accumulation of large sums of money which were allocated for development activities in other areas, including the development of courier services. 3RF]WD 3ROVND is doing very well on the .(3 market, and investments have allowed 33 to hold the position of one of the leading companies on this market within a fairly short time. The development and implementation of new logistics, insurance, banking, financial, commercial and philatelic services, as well as the introduction of marketing research in the form of outsourcing its offer, also allowed for the protection of revenues. Although revenues from these types of services do not constitute high percentages in the company's overall revenues for the whole year, they are an excellent alternative to acquiring additional funds that can later be invested in, for example, the development of the company's predominant areas or services. After the entry into force of the 3RVWDO Law Act, when the requirement for a designated operator to hold a certain number of branches was lifted, a decision was made regarding the liquidation of branches and reduction of employment. The company, wanting to save as much money as possible, decided on quite radical, excessively spontaneous and aggressive restructuring activities, related precisely to redundancies and a reduction in the number of branches. It is true that 33 managed to save a significant amount, but as a result of these activities, the availability of services offered has significantly deteriorated. The Supreme Chamber of Control positively assessed the restructuring activities of 3RF]WD 3ROVND in general, although irregularities were also

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found. The assumptions of the 33 recovery plan show that the company was to focus on improving the level of satisfaction of customers with the services offered. 0HDQZKLOH customers are outraged and dissatisfied with the deterioration of the availability of postal services. The dismissals of employees and the liquidation of branches are typical for corrective restructuring. The 3ROLVK 3RVW Office decided, therefore, to partially reduce the potential of its operations, in order to reduce the costs resulting from financing unprofitable outlets and paying employees unnecessarily. Restructuring makes sense when the enterprise is aware of a possible crisis or one that is deepening. It is extremely important to anticipate and respond quickly to adverse changes in the company's environment or internal challenges. In the case of 33 this reaction was severely delayed; when the company's authorities realised the significance of the problem, they reacted very spontaneously, so that not all activities were duly planned and carried out. In addition, the company, with a monopoly on letter shipments and as a result of past successes and satisfactory revenues, did not treat the threat of demonopolisation sufficiently seriously, considering it to be a distant threat at worst. An adequately rapid response would have allowed the company to better prepare for such an eventuality, as a result of which it could have planned specific preventive actions or developed a solid strategy on how to operate on a fully liberalised postal market. Restorative restructuring is often a last resort, implemented when other less radical actions fail. In summary, the 33 authorities were late in reacting to the demonopolisation of the market and opening up the postal market to competition. Nevertheless, despite the late reaction and insufficiently wellplanned activities, the 3ROLVK 3RVW Office successfully coped with the above-mentioned problems, and most of the restructuring activities have been effective. They allowed the company to maintain its leading position on the postal market, to gain a foothold in the courier services market, and to generate added value from additional services. A negative effect of the restructuring was a significant deterioration in the availability of postal services; however, the company's leadership has announced that in the coming years they will focus on facilitating access to their services and will continue to fight for dominant positions on the market and to develop many areas of their activity.

Conclusion Before the market was opened to competition, 3RF]WD 3ROVND was the absolute leader on the postal market due to the monopoly that it still

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243

possessed in specific areas. In 2012 the company lost its exclusivity for letter shipments and the postal market was liberalised. As a result of this unfavourable event for the company, it lost some customers who defected to the competition, and the financial results of the company significantly deteriorated. In addition, the postal market has become seriously threatened by the substitution of postal services and changing market trends. In response to these threats, 3RF]WD 3ROVND has taken a number of restructuring measures to repair, reduce and develop. The liquidation of many unprofitable post offices, as well as reducing employment costs, enabled the collection of funds for development and investments in areas that allowed the company to maintain a stable position on the postal market. Introduced upgrades and modernisations (e.g. post offices, logistics network, and sales network) translated into the achievement of satisfying indicators relating to the maintenance of timeliness and availability. In turn, activities aimed at expanding the company's range of services offered and looking for new sources of income from alternative services not directly related to postal or courier services have contributed to the improvement of the company's financial condition. In summary, it can be generally pointed out that the restructuring of the analysed company was successful; Supreme Audit Office data indicate that, despite the irregularities found, the company achieved the PDMRULW\ of its REMHFWLYHV Comprehensive restructuring activities implemented by the company enabled it to defend its position on the postal market and gain an advantage in the face of growing competition, as well as expand onto new markets.

Bibliography Archival sources: 1. The Supreme Audit Office: Restructuring of 3RF]WD 3ROVND SA and availability of postal services. :DUVDZ 2015. Reports and analyses: 1. 3RF]WD 3ROVND Annual report 2014: 3DUFHOV are the driving force behind growth. :DUVDZ 2014. Internet sources: 1. https://www.polskieradio.pl/42/273/Artykul/113RF]WD-3ROVNDtnie-koszty-]PQLHMV]D-zatrudnienie 2. KWWSVZZZEDQNLHUSOZLDGRPRVF3RF]WD-3ROVND-UHGXNXMHzatrudnienie-3149857.html 3. https://businessinsider.com.pl/wiadomosci/rynek-paczek-pocztapolska-uruchamia-sortownie/gmw2

C+$37(512 F250$TION OF A STATE INSTITUTION ON THE BASIS OF A 352&(66 ANALYSIS -

THE &21&(37 OF THE INSTITUTION OF CADASTRE

BOGDAN NOGALSKI 1, A'$0 K/,0(. 2, JOANNA CZERSKA 3, AGNIESZKA S=3,77(54 This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.

Abstract The modification of the structures of public administration has encountered PDMRU obstacles. Institutional changes are difficult to introduce due to their complexity and broad impact. Non-substantial (political) factors are of importance as well. The resistance to change is aggravated by how difficult it is for decision-makers to assess the impact of the changes that are proposed. :H present a method of handling such issues based on the process approach, which allows one to take a critical look at the functioning of state institutions and to develop draft changes. :H discuss its application 1

)DFXOW\ RI )LQDQFH DQG 0DQDJHPHQW :6% 8QLYHUVLW\ LQ *GDĔVN 3RODnd, *GDĔVN$OHMD*UXQZDOG]ND$ERJGDQQRJDOVNL#XJHGXSO 2 /HDQ47HDPOWG3RODQG*GDĔVN.ROEHUJDFRUUHVSRQGLQJDXWKRU [email protected] 3 /HDQ47HDPOWG3RODQG*GDĔVNKolberga MF]HUVND#OHDQLQIRSO 4 )DFXOW\ RI 0DQDJHPHQW 8QLYHUVLW\ RI *GDQVN 3RODQG *GDĔVN -DQD %DĪ\ĔVNLHJRDJQLHV]NDV]SLWWHU#XJHGXSO

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in the creation of concepts of institutional changes relying on the example of the administration segment which handles geodesy and cartography in 3RODQG The study consists of three parts: the introduction, which defines the purpose of the work and presents the issues, the method of conducting work, tools used, and the VXEMHFW of research; the second part, in which the process of creating a cadastre concept is described based on the presented method; and the third part, namely the summary. Keywords: public administration, public sector performance, ownership, investments, cadastre. JEL codes: H83 Highlights: x 3XEOLF administration in 3RODQG is not able to properly execute the tasks in geodesy and cartography that are imposed on it. Over 8000 employees in over 380 local government units located across all of 3RODQG complete an excessively large number of tasks without any coordination. x In public administration, one may apply the process analysis approach, which consists of referring to processes in which the administration participates, as distinguished from the applied process approach regarding processes arising from within the organisation. x The use of this method makes it possible to answer the following question: to what extent, in regard to the tasks the state has today (in the example presented – in geodesy and cartography), should administration act and how should it be organised?

1. Introduction 1.1. Objective of the study The purpose of the study is to demonstrate that the formation of state institutions should be preceded by an analysis of the socio-economic processes in which such institutions may participate.

1.2. Issues x :KDW problems should public administration handle? How should it be organised?

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x How to focus the actions of administration on the customer? x How to verify the tasks performed by administration in terms of the subsidiary principle? x How to organise inter-institutional cooperation assuming that administration is a form of network composed of interconnected institutions? x How to make it easier for politicians to take decisions with respect to the organisation of public administration? :e attempt to answer the questions posed above in our work.

1.3. Method and tools During the multi-year analysis of geodetic and cartographic administration, it was concluded that institutional issues should be considered in the context of the involvement of such administration in the processes of ownership right transfer and investment right transfer. During many years of work on improving administration, we were able to use the experience we had gained to create a method of developing organisational structures following the process analysis (called “By 3URFHVV To Structure”) in the following steps: 1. Check the current status and look for an answer to the following questions: - what is the structure of an organisation? - how does it perform its tasks? 2. Evaluate the organisation’s efficiency based on its performance. 3. See what processes the organisation is involved in and improve those processes. 4. Create a concept: - identify the mission and tasks that an organisation should perform to participate effectively in improved processes, - determine the organisation’s structure and its basic parameters. 3URFHVV analysis tools were used in the course of the work (mapping, reengineering, lean management), as well as benchmarking, time series analysis and forecasting, legal analysis, statistical analysis, analysis of organisational resources, interviews, and literature analysis. The knowledge and experience acquired during many years of optimising the functioning of geodetic and cartographic administration were also employed.

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A graphical presentation of the processes was used, which made it possible to show important elements in order to facilitate understanding of their course and to point out their weaknesses.

1.4 Research object The research covers the administration sector functioning in the area of geodesy and cartography (geodetic and cartographic services), with particular emphasis placed on improving the level of protection of land ownership rights (maintaining the legal order of land), on improving the efficiency of investment processes, as well as on optimising the efficiency of public administration. The legal order of land referred to above is defined as an “ordered course of ownership boundaries of land that are protected by the state” [Nogalski, Klimek, 2014, p. 10]. The following conditions for legal order to occur have been determined:  legal titles and land ownership boundaries are regulated,  the state protects such boundaries (obligation stemming from art. 64[2] of the Constitution of the Republic of 3RODQG by official confirmation of the rights and ownership boundaries and by ensuring the ability to recreate the boundaries, should they be breached or seized,  discernible legal awareness of society with respect to the obligations and rights of owners and with respect to the state’s obligations in the scope regarding protection of land ownership rights. At the current stage of work, an institution stands for an organisation, the activity of which needs to be explained and described before work commences on laying down the legal norms (legal institutions), on the basis of which such an organisation will operate. The research REMHFW is the geodetic and cartographic service, with particular attention paid to geodetic and cartographic administration on the district level.

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2. Development of the concept of cadastre 2.1. Organisation and tasks The functioning of the geodetic and cartographic service (SGK) has been studied, with particular attention paid to geodetic and cartographic administration on the district level (AGK). The structure of the service in question stems from the provisions of the Act on geodetic and cartographic law >83*. ch.2]. The bodies of SGK are: the Surveyor General of 3RODQG (GGK), currently supervised by the 0LQLster of Infrastructure and Construction 0,L%  and Voivode 3URYLQFLDO Governor) performing tasks with the help of the Voivodeship 3URYLQFLDO Inspector of Geodetic and Cartographic Supervision :,1*L.  and the 0DUVKDO performing tasks with the help of the 3URYLQFH Surveyor *:  and Starost or 0D\RU of a city with district rights (hereinafter: Starost) performing tasks with the help of the District Surveyor *3  GGK and the 3URYLQFLDO Governor are the bodies of Geodetic and Cartographic Supervision (NGK), while the 0DUVKDO and Starost are the bodies of Geodetic and Cartographic Administration (AGK). GGK oversees implementation of the state policy regarding geodesy and cartography; moreover he/she oversees and controls the activity of :,1*,., which in turn controls the actions of the 0DUVKDO and Starost (bodies of AGK) with respect to legal compliance. Supervision and control do not contribute to unification in the functioning of the AGK bodies. The weakness of the supervisory authority is confirmed by the Supreme Chamber of Control (NIK), which “negatively assesses the functioning of geodetic and cartographic supervisory authorities in the performance of the tasks imposed by the Act...” [NIK, 2010]. The effect of this is significant differences in the functioning of AGK in particular districts. The SGK organisational chart is presented in Fig. 12-1.

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Prime Minister

Minister of Infrastructure and Construction Institute of Geodesy and Cartography Chief Land Surveyor

x 16

x 16 Voivode

Voivodeship Marshal

Voivodeship Inspector Geo&Cart

Voivodeship Surveyor

x 382

=>

Starost/President Poviat Land Surveyor

cases out of office (contrary to the law)

Starost / President Member of the board

Department Head

Poviat/Municipal Land Surveyor

–

control

–

supervision

Documentation center/ Section of land and building register/ Network coordination section Real estate Section/ Section of land protection/…

Poviat/Municipal Land Surveyor

Documentation center/ Section of land and building register/ Network coordination section

Real estate Section/ Section of land protection/…

Fig. 12-1. Structure of geodetic and cartographic service Source: Own study, based on [Nogalski, Klimek, 2014, p. 112, p. 114]

Since the key role in the implementation of SGK’s tasks is played by the district level AGK, a number of studies have been carried out on this part of the geodetic and cartographic service. The district-level AGK is located within the structure of the district starost office (or in the municipal office of a town with district rights). AGK is placed within the structure in various ways. 0RVW frequently it is a division managed by *3 but in many cases, it is an organisational unit of a lower level. *3 is often directly subordinate to the starost; however, there are cases when this subordination is indirect. Sometimes, an organisational unit (headed by *3 is separated out and placed outside the starost office, which is against the law. *3 performs AGK’s tasks (determined in the Act on Geodetic and Cartographic Law), but such tasks as real estate management, agricultural land protection, etc., are also entrusted to *3 Throughout the country, district administration employs over 8500 people, of whom over 2500 handle the land and property register

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(otherwise known as the cadastre of real estate), while the remaining tasks are handled by 4700 people (the list of tasks can be found below). Other tasks are in the hands of over 1300 people. On average, a single starost office employs nearly 22 people, of whom 18.5 handle tasks. Table 1 presents the level of employment in a district AGK, divided into tasks performed. Expenditure on AGK is nearly 3/1 737 million per year, including salaries of 3/N 445 million. Revenues (including government grants) of 3/1 388 million cover 53% of the expenditure spent on handling AGK’s tasks (47% of the expenditure is covered by local governments). Table 2 presents expenditure on the implementation of tasks of the district AGK and the sources of financing. It should be emphasised that AGK concentrates on the tasks of government administration. Table 12-1. Employment and Expenditure and revenues (PLN million) Employment (2015)

2 532 4 674 1 290

Number of organisational units

382

Average employment in a unit

22.2

Including: handing f land and building registers handing other tasks other

12.2 3.4

6.6

cost of employment Expenditure (2015)

8 495 Including: handing of land and building registers handing other tasks other

Revenue (2016)

Total

Finance 3/1 million)

investment

444.7 47.8

current expenses geodetic work total

149.0 95.3 736.8

documentation of the land and building registers

121.9

information release industry consultations notification of geodetic work certification access to notarial deeds designated subsidies total

52.9 22.4 45.2 46.8 1.6 97.0 387.8

Source: Own study, based on GUGiK data [GUGiK, 2015]

Employees of AGKs receive low salaries. This conclusion is based on the comparison of the average monthly gross salary in 2015 in: -

state administration [GUS, Table 14(35)]: 3/1 5091 government administration [GUS, Table 14(35)]: 3/1 4347 geodetic and cartographic district administration [GUGiK]: 3/1 3698

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District AGK carries out the following tasks: -

-

-

keeping a register of land, keeping a register of buildings (designed and built); keeping a register of premises, keeping a register of prices and value of real estate, keeping a register of: petrol lines, district heating networks, electric power network, gas network, sewage network, oil network, telecommunications network, water supply network, unidentified wires, other wires, underground structures, networks being designed, and transmission corridors (including technical data recording), keeping databases of all the listed registers and databases of topographic REMHFWV detailed geodetic control networks, databases of meta data, harmonisation of databases, obtaining data from architectural and construction documentation and public registers, issuing decisions on entries into the land and buildings register, notification of entry, handling of contractors for geodetic works: registration of works, publishing (sale) of materials and services, verification of geodetic surveys, authentication of documents prepared by surveyors, collecting geodetic and cartographic studies and keeping records of collected documentation, customer service: providing information and issuing certificates on the data collected in registers, on maps and in sets of documents, creating, keeping, and sharing standard cartographic studies: cadastral maps and master maps, sharing databases or parts thereof, handling of property valuers, support to utility companies: coordinating the locations of planned utility networks, establishment of detailed geodetic control networks, protection of geodetic, gravimetric and magnetic signs, general real estate taxation and development and maintenance of real estate taxation tables and maps (not implemented), determination of administrative boundaries for the purposes of the State Boundary Register 35*  participation in the development of the Integrated Real 3URSHUW\ Information System and the National Land Information System, updating the land and property register,

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-

periodic verification of data contained in databases (in registers and on maps); construction of the database of Geodetic Register of Utilities Networks, development of the Topographic Structures Database, preparing lists, reports, surveys, etc., continuous implementation of ever-changing regulations.

Over 8000 employees in over 380 local government units located throughout 3RODQG work in independent local government offices, performing - without any coordination - an enormous number of tasks resulting from thousands of pages of ever-changing regulations.

2.2. Elements of the diagnosis 2.2.1. Key organisational defects AGK units exhibit poor efficiency. Since their impact is so widespread (the notion of land or real estate can be found in over 360 acts), the defect negatively affects many other state institutions, reducing their effectiveness. The key disadvantage that exerts an impact on the quality of institutions in the area of state functioning is the extremely poor institutional solutions which were initiated during the period of the 3ROLVK 3HRSOH¶V Republic and are still very much in use. The most important ones include: -

elimination of the function of a sworn surveyor (1952) elimination of the institution of the cadastre (1955), gradual departure from administrative procedures towards material and technical activities, introduction of the master map (1979) with the goal of developing an “all-encompassing” map, introduction of modernisation as a “repair instrument” for the land and buildings register (1979).

After 1989: -

the state’s needs as well as its financial capacity were inadequately assessed. The mission of the geodetic and cartographic service was inappropriately defined, defective organisational solutions were proposed – administration as an organisation without structures (Fig. 1),

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-

253

an excessive number of tasks were imposed on administration, unnecessary information involving geodetic surveyors was collected, incompetent institutions resulted – municipalities deal with divisions and delimitations (tasks entrusted to professional sworn surveyors in other countries); geodetic administration keeps industry records of the utilities network, registers technical data of buildings, and keeps records of residential and commercial premises, there was a scattering of documentation concerning the boundaries of ownership and boundaries of plots (municipalities and districts), there was a lack of cooperation between state institutions, in particular inter-departmental (with courts), there were a significant number of defects in maps and registers, uncertainty pertaining to data quality (resulting from the applied update mode), legal standards were negligently constructed, error-prone, inconsistent (defective regulatory institutions), there was a lack of responsibility for the effects of “task inflation” assigned to administration 5.

Since 1989, legal regulations have been contained in the Act on Geodetic and Cartographic Law 83*. – the last act introduced during the period of the 3ROLVK 3HRSOH¶V Republic, which is permanently VXEMHFWHG to amendments. Administration continuously received an increasing number of tasks. The interference from geodetic and cartographic administration in investment processes increased to an irrational degree. Irrelevant targets delegated to this part of administration, constant changes in the laws, and transfers of SGK from one ministry to another have all led to losing sight of what is most important for the state – maintaining the legal order of land and keeping the required maps and registers that offer the precise scope of ownership rights (cadastre). At this point, starosts where geodetic and cartographic administration is located - are involved in absurd actions involving collecting everything measured by land surveyors (an oddity on a global scale) and transferring the surveying results onto the so-called master map. The elimination of the function of a sworn surveyor has decreased the quality of the documentation of boundary courses. The modernisation of the land and property register has led to the collapse of system solutions and to the introduction of the obligation to periodically 5

According to the assessment by the applicants, which was presented in the Regulatory Impact Assessment, the eight amendments to the Geodetic and Cartographic Law and 21 Regulations in the period of 2010 - 2015 do not have any financial implications for district governments (sic!).

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review land and building register entries. The very expensive master map, due to the arduousness of maintaining it and poor documenting quality of the work performed by land surveyors, has become a source of little credible information. In order to carry out all the tasks that have been imposed on them, the districts had to increase employment and salaries. This is not the right direction to take, as the vast PDMRULW\ of these tasks can be carried out by other competent institutions or business entities as part of their ongoing tasks. Some of these tasks should not be carried out at all. It is obvious that the governmental registers and maps maintained by geodetic and cartographic administration have become sets of enormous quantities of information, the credibility of which is next to zero. The misguided “digitalisation” that reinforces the existing improper and ineffective institutions is resulting in the gradual worsening of the issues in geodetic and cartographic administration. Compiling databases without solving the fundamental problems of geodesy results in the creation of collections that cannot be properly updated, and hence are useless. The consequence of work carried out this way is an absolute waste of human and financial resources. 2.2.2. Assessment of the quality of data in the land and building register The currently functioning system of land registration does not ensure access to good quality and credible data. The reason for this is faulty assumptions and the way of maintaining land register systems, both in the period of the 3ROLVK 3HRSOH¶V Republic (until 1989) and since 1989. Another reason is the quality of work performed. The inspections of field work conducted by districts showed that the scale of irregularities was enormous: in the random selection of work VXEMHFW to inspection, a level of irregularities was found in 30% of work (in the selection of work done at the discretion of the people responsible for inspection, it was as high as 100% (!)) 6. The low credibility of registers is reflected in the scale of discrepancies of entries between the register and the land and mortgage registers, which was nearly 90% [European, 2006, p. 51].

6 The data were obtained in 2010 as a result of tests performed in 17 districts of 3RPRUVNLH3URYLQFH

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The low quality of data is proven by the fact that a legal obligation has been introduced to periodically verify entries in the registers and maps [REGIB, § 54]. The most crucial defects of the land and building register are: -

-

discrepancies between entries in land and mortgage registers and land registers (removal of this defect requires the inspection of the files in land and mortgage registers and the documentation gathered in the state geodetic and cartographic resources), inconsistencies between entries in the land registers, cadastral maps and the documents constituting the basis for an entry, absence or poor quality of the documentation on the basis of which the entry was made, or inconsistency in the documentation describing the registered item or its component, lack of information on faults in entries (in particular, lack of information on the accuracy of the location of border points shown on the map – an EU requirement), a large number of technical entries (until 2014, the obligation of notification of changes applied to a small number of them).

2.2.3. Time-consuming geodetic work In the period between 1995 and 2014, in what now constitutes 3RPRUVNLH Voivodeship 3URYLQFH  approximately 820,000 notifications of geodetic works were registered. The time consumption of these works is estimated at 165,000 man-years. The work regarding boundaries accounted for about 74,000 man-years (45%), work on mapping for design purposes and as-built surveying accounted for the same amount (45%), and other work for approx. 17,000 man-years (10%). Calculations were made on the basis of the duration of the work calculated for the :HMKHURZR district for the period 1995-2014. In 3RPRUVNLH Voivodeship 3URYLQFH as a whole, 8.2 times more work was performed in this period than in this district (the number of notifications was obtained from the starost authorities). It was assumed that the assortment structure of the work and the time of implementation throughout the area were similar. In 2014, in the :HMKHURZR district, the average time needed to perform land division was 193 days; mapping for design purposes took 29 days; while an as-built survey took 41 days. The time was measured from the day when the starost office was notified about the surveyor’s geodetic work until the survey from the work

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undertaken was accepted. In case of divisions, the data for the most recent years are underestimated due to the fact that, after the amendment of the regulations, the completed division of work does not take into account the actions related to the issuing of the decision by the municipality and placing border marks in the field (the data concerning the location surveying of the structures under construction have not been included, as the obligation to notify the relevant authorities of such work was introduced in 2014). According to the assessment performed on the basis of interviews with representatives of geodetic organisations and district land surveyors, as well as based on the results of 3ROLVK nationwide competitions concerning the functioning of the units of district AGK, the outcomes obtained are among the best ones. One can, therefore, claim that they are close to the lower boundary in terms of the time periods required to perform geodetic works in 3RODQG 2.2.4. Forecasts of administration burdening The relationship between the amount of work reported in 3RPRUVNLH Voivodeship 3URYLQFH and the *'3 value in 1996-2013 was studied. It turned out that the correlation between the number of notifications and the nominal *'3 is 0.95. This relationship is not coincidental – it is due to the fact that, for every construction investment, geodetic works must be registered three times. 1800000 1600000

50000

1400000

40000

1200000 1000000

30000

800000

20000

600000 400000

10000

200000

0

0 2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

year nr of reg. jobs

GDP nom

Fig. 12-2. Correlation between GDP and the number of registered works Source: [Nogalski, Klimek, 2014, p. 130]

*'3>PLO]á@

number of registered jobs

60000

Formation of a state institution on the basis of a process analysis

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:LWK such a strong correlation, one can state that the relation will be maintained, so the amount of work will increase. The structure of registered work looks interesting in this context. The work referring to the land and building register (LBR) displays a minimum growing trend. The general rising trend (Altogether) is shaped by other work (Other), related to the participation of surveyors in construction SURMHFWV

Fig. 12-3. Assortment structure of work undertaken Source: [Nogalski, Klimek, 2014, p. 128]

2.2.5. Conclusion The Geodetic and Cartographic Service is a structureless organisation, which cannot ensure the uniform functioning of administration in the country. The problem is further aggravated by locating AGK units in starost offices, and especially by the great distance between the authority and *3 the additional tasks *3 is entrusted with, and deviations from the act *3 is outside the office). Starost offices are unable to perform their duties properly; they are performed in various ways in different districts. The actions they take prolong the time taken for geodetic works. In light of how geodetic and cartographic administration is organised, the scope of its tasks, the level of employment, and the way in which its activities are financed, one should state that the geodetic and cartographic administration has lost its ability to

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perform the tasks assigned to it. From a long-term perspective, there is no possibility of improving the quality of the functioning of geodetic and cartographic administration.

2.3. Analysis of processes Bearing in mind that “an organisation is only as effective as its processes” [Rummler, Brache 2000, p. 76], one may claim that a state’s efficiency depends on the efficiency of the processes therein, and especially the economic processes. The need to analyse these processes in terms of AGK’s participation in them seems obvious. Therefore, one needs to choose the processes which are important for the functioning of the administration sector in question and to study them. 2.3.1. Justification for the selection of processes The importance of the protection of ownership rights was recognised when the system foundations for the Third Republic of 3RODQG were being created. It was reflected in the constitutional provision that imposes an obligation on the state to protect such rights (Constitution, art. 21]. This was validated by introducing the protection of ownership rights in the directives of the :DVKLQJWRQ Consensus on the conduct of economic policy [Consensus]. It has been long suspected that, among the institutional conditions for economic growth, protection of ownership rights plays a PDMRU role >:RMW\QD 2009, p. 190]. Taking into account Coase’s assertion, R. Cooter and T. Ulen came to the conclusion that “ownership rights allocation can be crucial for the efficient use of resources when transaction costs are not zero” [Cooter, Ulen, 2009, p. 111]. Since land is one of the three factors of production (alongside labour and capital), the authors have verified the existence of the concept of land or property in 3ROLVK legislation, only to find that these concepts are referred to in more than 360 acts. Therefore, the conclusion is that knowledge in this respect is required in the broad area of administrative actions. Real property plays a significant role in economic development. This is because it is more than a natural resource. Real property is the place of locating construction investments (in 3RODQG such investments make up for 50% of total investments).

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The dependency between investment duration (duration of the investment process) and *'3 has been determined in the following way [Nogalski, Klimek, 2011, p. 119]: ǻ3.%r § ub * 3.% * r / (100 - r) where: ǻ3.%r – *'3 growth resulting from reduced investment duration (T) by r% r - indicator of reduced average investment duration ǻ77 in % ub – share of construction investments in total investments (according to the Central Statistical Office (GUS) ub§ 0.5) Thus, it was decided that it is MXVWLILDEOH to take actions aimed at the evaluation of the process with respect to the possible productivity gains achieved via reducing the time that is wasted by the investor, due to the requirement to meet the conditions imposed by the usually ineffective administration. Given the REMHFW of this study, the process analysis is primarily focused on the actions in the field of geodesy and cartography carried out as part of such processes. 2.3.2. Transfer of ownership rights Transfer of ownership rights to a part of property means that this part needs to be separated out. The subdivision is carried out by a surveyor based on a contract concluded with the owner. Before the work commences 7, the surveyor needs to register the work in the starost office. 3ULRU to subdivision, the surveyor must determine the boundaries of the plot that is being divided, which is part of the property. If they are not well-documented (and there are many such plots), the surveyor must determine the course of the boundaries. Since the plot subdivision plan should be developed based on the current cadastral map, some districts require yet another notification of work and a submission of survey for the work aimed at determining boundaries. On the basis of the documents provided by the surveyor, an entry is made in the register. The entry is made in the material-technical mode, if – along with the surveyor’s documentation – the owner’s petition for entry was filed, or in the decision 7

:LWKHDFKUHJLVWUDWLRQWKHVXUYH\RUKDVWRFROOHFWIRUDIHH GRFXPHQWVQHHGHG to perform the work (the surveyor may not use documents identical to those that he acquired or developed when performing other work).

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mode (the entry is made upon the decision becoming final). Having prepared the subdivision plan, the surveyor files the survey documenting the performed work and obtains confirmation of the receipt of the submitted plan. :KHUH the land and mortgage registers and records are incompatible (as commonly occurs), the surveyor draws up a document containing a list of “missing” changes in the land and mortgage register. The division plan is handed over by the surveyor to the owner, who in turn submits the application for approval of the division plan to the municipal authorities (attaching a few additional, albeit obligatory, documents). :KHUH boundary determination is not possible due to a boundary dispute, a separate demarcation procedure will be carried out. The documents handed over to the municipality are VXEMHFW to an administrative procedure resulting in a decision. The final decision will be handed over to the starost office (either by the municipality, by the owner or by the surveyor), where, based on the decision, new plots are entered into the register. The entry is made in the material and technical mode. On the basis of this decision, new boundaries of the plot should be marked on the ground (this action is not mandatory). The surveyor hired by the owner needs to once again provide notification of the work, and once the work is done, he or she has to file a survey with the office. The entry into the register concerning the marking of boundaries is made in the material-technical mode or by decision. The starost office notifies the court (the land and mortgage register division) of the entry made in the data register covered by section 1 of the land and mortgage register. The court should introduce the change based on the notification. In fact, such a change is rarely introduced, and in the PDMRULW\ of districts it never happens. The main reason for that is the imprecise provisions (they do not provide for changes in the land and mortgage register on the basis of a notification of change in the land and building register; they are vague – the courts sometimes require additional documents). 0RUHRYHU considerable divergence between the entries in the land register and land and mortgage registers make it impossible to introduce changes. The fear of delay prompts the surveyors (urged by the client) to perform actions (draft documents) intended to make changes in section 1 of the land and mortgage register even before they are entered into the records.

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Before a purchase transaction is made, the owner requests that the starost office should issue a certificate in the form of an excerpt and a map extract from the land register. Since, in the PDMRULW\ of cases, there is no plot in the registers covered by the transaction, the owner obtains an additional document from the starost office (or from the surveyor) to eliminate this defect. 0RUHRYHU in order to enter new plots into the land and mortgage register, a document is needed to allow the divided plot to be deleted (regulations do not provide for such a document). The owner obtains such a document from either the starost office or the surveyor. After the sale-purchase transaction, a notary public hands over to the court a notarial deed along with the excerpt and map extract from the land register, as well as a list of land changes and a decision, here, on this basis, an entry of ownership rights is made in the land register (frequently before the rights are disclosed in the land and mortgage register). The register of prices and value of the property is also updated. The court, on the basis of the petition submitted by a notary acting on behalf of the owner, establishes a land and mortgage register for the real property, makes an entry (pursuant to a ruling), notifies the owner of the entry and informs the starost office. The starost office, upon receiving notification from the court, enters the land and mortgage register number into the land register (however, the court may dismiss the petition without notifying the starost office of such a UHMHFWion). Actions taken to determine ownership rights to land plots and plot boundaries are presented in Fig. 12-4. The right side of the diagram defines the part of the process, in which the VXEMHFW of the property is determined by survey - in particular, its boundaries are established and the registration of the REMHFW is made. The left side of the diagram indicates the part of the process under which the ownership right to such an REMHFW is transferred and recorded.

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Land division, establishing boundaries, land register

Transfer and register of ownership

decision

OWNER

notification

extract and draw from registers and maps + list of changes + decision order: transfer rights

application

document for the court order: establish boundaries establish boundaries

COMMUNE OFFICE

LAND SURVEYOR

NOTARY

1. Confirmation of division (decision) 2. Establishing a boundary line (decision)

documentation

Registration of rights

notary act P.p. owner notary act + extract and draw from registers and maps + list of changes + decision COURT

Section of land and mortgage register

extract and draw from geodetic survey registers and maps +documents of change + list of changes decision document ation center

notification+ decision

POVIAT OFFICE Department of Geodesy

Documents of change

notification

Registration of rights

Records section

Registration of plots and building and premises

A dotted line in the drawing indicates the flows of information which do not always exist.

Fig. 12-4. The process of ownership rights transfer. Source: based on [Nogalski, Klimek, 2014, p. 107]

It should be noted that when a land subdivision plan is developed, the surveyor must - at least once (but often two or three times) - register the works in the starost office and file work-related documentation in the form of a survey, as well as register and deliver (once again) the documentation from setting the land boundaries. At the starost office, materials need to be prepared and issued for each reported work, and once all work is over – control each survey (often this needs to be done numerous times) and update the land and building register. The process is hampered by a number of flaws such as: -

participation of the municipality in the actions related to creation of plots and setting their boundaries, resulting in a significant increase in land acquisition time, independent submission of notarial deeds to courts and starost offices, and preparation of documents for courts by the surveyors, desynchronising functioning of the two systems,

Formation of a state institution on the basis of a process analysis

-

-

263

application by the administration of the material-technical mode when making entries, which makes the participation of the owner in the process impossible, multiple registrations of geodetic works, multiple inspections and registrations by the office, the fact that the legal position of surveyors is too weak; the surveyor’s responsibility for his/her activities is insufficient and results in lower quality of documentation submitted to the starost office, diverse, excessive, often non-essential inspection of geodetic documentation by starost employees, insufficient involvement of the starost office resulting from the necessity of implementing a huge number of other tasks, the need for the owner to obtain additional documents (lists of changes) and to transfer them, through the notary, to the court, in court, the use of documents other than from the land register as evidence of entry (e.g. decision approving a subdivision).

The faulty process elements are displayed in the diagram in the following colours (Fig. 12-4) - red: elements to be deleted, blue: elements to be remedied. 2.3.3. Investment process Given the REMHFW of this study, the analysis is primarily focused on the actions in the field of geodesy. In the description below, the part of the process related to investment area acquisition is omitted. The process is presented in Fig. 12-5.

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Localization of an investment Implementation of and land acquisition an investment

GEO – land surveyor GM – voit/mayor/president IN – other institutions INW – investor KW – court, land and mortgage register KZ – conservation officer KBU – construction manager NOT – notary PINB – poviat construction supervision inspector PROJ – designer S-AAB – starost – organ of architectural and construction S-AGK – starost – organ of geodesic and cartographic S-AGK UPS – establishing designs for undergound utilities networks S-Aĝ – starost – regional administrative organ WàA – owner

permission

IN

S-AGK

permission

UPS

notification

KZ

KW

S-AGK

permission notary act

notary act

INW

WàA

GM

S-Aĝ

NOT

INW

S-AAB

INW

INW

Project

PROJ Establishing boundaries Division

WàA Documents Licence

S-AGK

Map

KBU

INW

GEO

Occupancy permit Map

Developing a map for design purposes

Mapa I opis

GEO

INW

Construction permit

Act of ownership

Land development conditions

PINB

As-built measurement

Surveying

INW

GEO

GEO

INW

Stability survey Division Decision survey D

GM

Documents Licence

S-AGK

Documents Licence

Surveyt

S-AGK

Documents Licence

Survey

S-AGK

Documents Licence

Survey

S-AGK

Fig. 12-5. Investment process Source: based on [Nogalski, Klimek, 2016, p. 347]

:KHQ starting the investment, the investor (owner) hires a surveyor to obtain a map for design purposes. The surveyor, having received the order, notifies the starost office of the work. :KHQ preparing a map for design purposes, the surveyor is obliged to carry out, in the area provided for the investment, an inventory of terrain details and of underground utilities 8; then he/she submits to the starost office (in the form of a geodetic survey) documentation containing, among others, differences found between the field situation and the map provided by the starost office (based on the documentation prepared by the surveyor, the master map is updated in the starost office). On the updated fragment of the map obtained from the starost office, the surveyor marks the details that are crucial to the investor. Next, when the investment concerns a utilities network, the investor must provide the starost office with a map with the planned location of the network in order to obtain approval of the location. After the consultation, 8

The provision lists 278 types of properties recorded on official maps [RBD, 2013].

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265

the approval procedure is completed and the starost office records the planned course. Upon commencement of construction work, the investor orders the surveyor to determine the location of the planned property. The surveyor is obliged to file a notification of works and a survey along with surveying documentation. Based on the documentation, the starost office updates maps and records. If the REMHFW is a building, the starost office enters the building data and its future location into the land and building register. Once construction is complete, the investor is obliged to perform an asbuilt geodetic inventory of the location of the completed building. This task is given to the surveyor. The surveyor once again registers the work with the starost office, where he/she obtains the documents needed to perform the as-built survey and develops a map with the new or modified property. In the case of the inventory of underground utility networks, the surveyor is obliged to confirm compliance (or lack thereof) of the investment with the design. Having finished the inventory, the surveyor files the survey with the starost office. The map developed as a result of surveying is handed over to the investor, who attaches it to the application for an occupancy permit. Such a permit is issued by the construction supervision office. The measured properties are marked on the map in the starost office. The participation of geodetic and cartographic administration in the investment process generates a number of drawbacks: -

-

keeping “double” records (most of the utility companies keep their own records), multiple registration of geodetic works, obligation to submit a survey for each of the registered works, official inspections of each survey, and the updating of extremely complex information sets by officials, obligation to acquire (for a fee) information that is unnecessary, or necessary but unreliable (in particular when designing investments) no liability for the effects of errors in the issued information about the location of network elements, the publication of sensitive data by the administration due to state security. 9

The process area in need of repair is marked in pink in Fig. 12-5.

9

FI>:KLWH%RRNRI1DWLRQDO6HFXULW\S@

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2.3.4 Conclusion The analysis of the processes shows fundamental institutional defects in the areas studied. In particular, it disclosed the excessive or faulty role of public administration in those processes. Adverse ramifications are visible, leading to lower quality of work, not only administrative work but also of many other entities dependent on the state administrative actions. Interference by administration blurs responsibility, resulting in lower quality of task performance. The prevalence of defective “products” of the administration in question adversely affect the efficiency of many state institutions.

2.4. Preferred directions for transformation The key information needed by the state is data on the boundaries of ownership rights that make it possible to attain and maintain the legal order of land. Therefore, the state should have an instrument suitable for implementing the task. :H consider cadastre to be the right instrument to maintain the legal order of lands. :H have taken into account the definition of cadastre formulated by the :RUNLQJ Group of FIG supervised by Jürg Kaufmann and Daniel Steudler: a “methodically arranged public inventory of data concerning properties […] based on a survey of their boundaries” [Kaufman, Steudler] and Van der 0ROHQ¶V statement that a plot should be perceived as a site with specific boundaries [Van Der 0ROHQ p. 16] (his standpoint is well reflected in Fig. 6 showing how the notion of cadastre has evolved).

Formation of a state institution on the basis of a process analysis

Individualised person / group

Right

Formal statutory right

Land

Land parcel with defined boundaries

Modified concept

Traditional (western) concept

Man

267

Fig. 12-6. Direction of change Source: based on [Van der 0ROHQ 2003, p. 16-17]

2.5. The concept of changes in the processes 2.5.1. Transfer of ownership rights The importance of this process is broad – the notions of land or real property are invoked in over 360 laws. The maps and registers created as part of the process should be highly reliable when the scope of ownership rights is determined. Therefore, the quality of this process must be unparalleled – the end product, in the form of an entry into the register, must have the power of proof in many administrative proceedings. Given that in 3RODQG the institutions of cadastre and sworn surveyor did exist, the reintroduction of both was considered worthwhile. As part of the transfer process of ownership rights (Fig. 7), the owner commissions the sworn surveyor, an institution analogous to the notary, works related to subdivision and setting boundaries. 0RUHRYHU the surveyor develops documentation of an official nature. The sworn surveyor hands the documentation over to the cadastre office, which keeps cadastral maps and registers. The cadastre office notifies the owner and the

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court (land and mortgage registers) of the entry. The court changes the real property designation in the register, thus authorising a transaction to be made at the notary’s office without the need to deliver the documents from the cadastre office. Upon the receipt of the document confirming transfer of ownership rights from the notary, the court establishes or updates the land and mortgage register, referring the new owner’s rights to the previously identified transaction property. The cadastre office, based on the court notification, enters the change of owner into the cadastre register. Transfer and register of ownership

Land division, establishing boundaries, land register

- elimination of unnecessary process elements - streamlining process OWNER

notification

extract and draw from registers and maps

notification order: establish boundaries

order: transfer rights

SWORN SURVEYOR

NOTARY

Registration of rights

documentation

P.p. owner notary act

COURT Section of land and mortgage register

extract and draw from registers and maps

P.p. owner documents of change

registration of plots and boundaries

notification CADASTRAL OFFICE notification

Fig. 12-7. Modified transfer process of ownership rights Source: based on [Nogalski, Klimek, 2014, p. 143]

The effectiveness of the information exchange between the court and the office depends on whether the corresponding entries in the cadastre and land registers are consistent before the start of the process. To achieve such a state, inspections of land and mortgage registers, records, maps and sets of documents held by the court and the office would have to be carried out in the transitory period. 0RUHRYHU in the course of the process in which the owner participates, entries become incontestable. The process of data reconciliation is presented in Fig. 12-8.

Formation of a state institution on the basis of a process analysis

Court

269

Cadastral Office application

Registration of the case

Study of LRM and act

Study of LBR and act

application

Evaluation of results

documents

application and documents

Notification

Entry in the Land and Mortgage Register

Notification and documents for entry in land registers

Entry in the Cadastre

decision

Fig. 12-8. Verification of the entries of Rights and Boundaries Source: based on [Nogalski, Klimek, 2014, p. 143]

The process of ownership rights transfer becomes simpler in the case of assigning the competence with respect to registration of ownership rights to the cadastral administration (Fig. 12-9). Here, a notary submits a document confirming the transfer of ownership rights to the cadastre office. There is no need for the mutual exchange of information between the institutions.

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270

Transfer and register of ownership

Land division, establishing boundaries, land register

OWNER

notification

extract and draw from registers and maps order: transfer rights

SWORN SURVEYOR

NOTARY

P.p. owner notary act

Registration of rights

notification

order: establish boundaries

P.p. owner documents of change extract and draw from registers and maps

CADASTRAL OFFICE

documentation

registration of plots and boundaries

Fig. 12-9. Single institutional option of transferring ownership rights Source: based on [Nogalski, Klimek, 2014, p. 144]

2.5.2. Investment process Due to the research topic, primarily those elements of the process that refer to the area of geodesy and cartography received most attention. The concept of the DGMXVWHG course of the investment process is presented in Fig. 10. In addition to making the process of ownership rights transfer more effective (as described above), one should eliminate the participation of the geodetic and cartographic administration in the investment process during its subsequent stages. Developing maps for design purposes, specifications and post-construction surveying should be performed by qualified surveyors 10 (geodetic companies) employed by the investor (or by the designer or construction manager). An investor who is the manager of utilities networks (sensitive structures due to state security) should be assigned the obligation to collect information on the location of the networks and to provide information to 10 Surveyors gather their own resources of documentation (which could be saleable).

Formation of a state institution on the basis of a process analysis

271

entities in this respect. The utilities network manager should be fully liable for the consequences of providing erroneous information. Having granted the building occupancy permit, the district inspector of construction supervision should provide information about the location of the building to the cadastre office, which will place the building contours on the cadastral map. Localization of an investment Implementation of and land acquisition an investment

permission

IN

S-UPS

- elimination of unnecessary process elements - streamlining process

permission

KZ

KW

permission Notary act

INW

WàA

GM

INW

S-Aĝ

NOT

GEO – land surveyor GM – voit/mayor/president IN – other institutions INW – investor KBU – construction manager KW – court, land and mortgage register KZ – conservation officer NOT – notary MP- Sworn surveyor PINB – poviat construction supervision inspector PROJ – designer S-AAB – starost – organ of architectural and construction S-Aĝ – starost – regional administrative organ S-UPS – establishing designs for undergound utilities networks UK – Cadastral Office WàA – owner

S-AAB

INW

INW

Project

WàA

Construction permit

Act of ownership

Establishing boundaries Division

Map

Map (building)

INW

GEO

Surveying Map Dokumentation

or Documents

documents of change

Occupancy permit

Developing a map for design purposes

Map

MP

INW

KBU

PROJ Land development conditions

PINB

As-built measurement

UK

PROJ

UK

INW

GEO

or

KBU

Fig. 12-10. Adjusted investment process Source: based on [Nogalski, Klimek, 2016, p. 353]

2.6. General description of organisational solutions in other states :KHQ work on the concept of the organisation responsible for the cadastre commenced, the fact that many tasks of country surveying are very important for the state functioning and should thus be implemented by the state administration was taken into account. Attention was given to institutional solutions in those EU states that have hierarchical governmental cadastre institutions, closely cooperating with the institutions responsible for ownership rights, where ownership boundaries are set by a properly authorised surveyor. Research was performed with respect to obtaining answers to the questions in Fig. 12-11.

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A general organisational description of the institution of cadastre in the six states located in the vicinity of 3RODQG shows significant organisational variation when it comes to the institution in question 11. If we start with the location within the structure of state administration, except in the case of Lithuania, this has to do with organisational units of public administration that are the so-called “primary” or “central” offices. :KHQ we determine the place of such units (bodies) in the state administration by locating their heads in such a formal instrument, we observe different configurations. In the Czech Republic and Slovakia, it is a member of the government, i.e. a person holding the rank of minister. In Germany, the authorities responsible for cadastre are part of the governments of individual states – here, however, actions have been taken to coordinate activities by creating an institution at the federal level assigned to a permanent conference of ministers of the interior. In Austria, the central authority is subordinated to the 0LQLVWHU of Economy and Labour. In Sweden, the 0LQLVWU\ of the Environment is the supervisor. In Lithuania, it is the head of a company with limited civil liability, supervised by the 0LQLVWHU of Justice.

11

'HYHORSHGRQWKHEDVLVRI>3&&@

Formation of a state institution on the basis of a process analysis

273

Government ? (official bonds)

Central institution ? (official bonds)

organizational units (boundaries of rights)

?

Courts (laws)

?

?

? ?

Land surveyor

?

Owner

measuring boundaries

?

Notary transfer of rights

information

Fig. 12-11. Structures in other countries – research Source: based on [Nogalski, Klimek, 2014, p. 133]

In addition to the cadastre, the institutions in question implement other tasks in the area of country surveying and collecting spatial information of various scopes. In all analysed states, organisational units that maintain registers of cadastre data, subordinated to the central institution, are in place. No subordination (only supervision or control) occurs in several cases in Germany and in Sweden, where local governments have adequate competences. Registration of land rights takes place directly in the units maintaining the cadastre (Czech Republic, Slovakia, Lithuania, Sweden), or as a consequence of an entry of rights in courts (Germany, Austria). In practical terms, in all states, the entries in the cadastre are made on the basis of documentation prepared by licenced surveyors, developed without the participation of local administration. Unlike in the countries listed above, 3RODQG has no properly organised administration.

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2.7 The concept of institutional changes In our work, we placed particular emphasis on the criteria of improving the system of ownership rights’ protection, boosting the efficiency of investment implementation, improving the efficiency of other public administration sectors, targeting customer needs, and taking into account the principle of subsidiarity. Recognising the need to protect the boundaries of ownership rights as something obvious, the focus was on the investment process and its improvement. In doing so, the investor was placed in the context of institutions supporting his actions (Fig. 12-12).

Cadastral Office

Court Notary

Real estate register

Land surveyor

str da Ca

Certyficate

Cadastre

electronic document

m al

ap

ap

Data about own objects

Ca da str

al m

electronic or paper document

Public office Institutions Operators

ta Da

t ou ab

Investor cts bje no ow

Da ta

ab out ow no bje cts

SI Agency Data about own objects

Other registers

Spatial information

Database about objects

The cadastral office provides a map that is a fundamental part of spatial data sets essential to the investor

Fig. 12-12. The concept of the support system for an investor – configuration of institutions and flow of information Source: based on [Nogalski, Klimek, 2014, p. 150]

Offices, institutions and other entities collect and share information about REMHFWV and phenomena located in space. A high-quality cadastral map, made available in particular to the entities registering spatial REMHFWV and phenomena, is a fundamental instrument for harmonising all types of spatial data necessary for the investor (but also for other institutions and entities).

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The techniques of information flow used today (computer networks, the Internet) facilitate its ubiquitous flow and access to data collected in any place. It is only a matter of time before all the registers and sets of documents will be digitalised across all institutions, organisational units, and economic entities. This should have a significant impact on the way the institutions and other entities are configured in the system of collecting and processing spatial information. Each entity (administrative or commercial) maintaining its register may share it with (sell it to) any other entity. :KDW is crucial is that harmonisation of such data is guaranteed – this role is planned for the concept of cadastral maps used as a sort of “reference system”. The task of the state should comprise the creation of conditions for maintaining information flows between institutions and entities such that they could promptly collect information necessary to implement particular tasks, especially those resulting from EU laws. The concept provides for the formation of a specialised institution (e.g. Governmental Agency of 12 Spatial Information), which would deal with the collection (purchasing) and sharing (sale) of spatial data, in the form of state economic tasks, with those entities that could not collect such information themselves. Such solutions ensure interoperability and the harmonisation of spatial data sets and services which are necessary to meet the REMHFWLYHV of the EU Directive 2007/2/EC (Infrastructure for Spatial Information in the EU). The use of IT tools will enable a quick response to customers’ specific demands (particularly investors) for information, instead of the current obligation to acquire (for a fee) information that is unnecessary, or necessary but unreliable, which is now collected from the office. 2.7.1. Scope of administration tasks From the concept of processes, the scope of public administration tasks emerges in the area of geodesy and cartography: the administration concentrates on maintaining the cadastre, which is an element of the system of ownership rights’ protection in the scope of their territorial range. 0DQ\ other currently performed tasks should be handed over to competent entities. In particular, keeping the records of buildings and records of premises should be handed over to other state administrative bodies (construction supervision, architectural and construction 12

In the legal sense, a “government agency” means an institution established by law, in the form of a state legal entity, to perform economic tasks of the state, within the scope of its powers and authorisations granted [Niczyporuk, 2002, p. 164]

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administration); and keeping the records of the networks of utilities should be handed over to the managers (owners) of these networks. 0RUHRYHU the registration of terrain details and maintenance of the master map should be abandoned. In addition to keeping maps and cadastral records, government administration should carry out such tasks as the maintenance of geodetic control networks (networks of points enabling surveying to be done in a single reference system), recording administrative boundaries, setting standards for maintaining maps, coordinating development work on topographic maps, orthophotomaps and any studies required by the state institutions to protect the country against threats. The mission and the primary REMHFWLYH for the cadastral administration was determined based on the assumption that 3RODQG is in need of a legal order of lands, since having one would significantly improve investment processes and boost *'3 0RUHRYHU 3RODQG would meet the obligation of state protection of ownership rights. It was assumed that the mission of cadastral administration is to maintain the legal order of land in the state. 0DLQWDLQLQJ up-to-date, fully reliable registers and cadastral maps reflecting the state of the law on the ground are seen as the main REMHFWLYH In view of the above, the following basic tasks for cadastral administration were established: -

13

maintaining a cadastre (records and maps), in particular registration of plots, boundaries, and boundary points 13, as well as registration of buildings and (only) the location thereof, sharing of cadastral data, in particular maps reflecting the location (boundaries) of plots, the course of property boundaries, location of buildings, issuing certificates from the cadastre, sharing data required to recreate boundaries, standardisation, in particular in the area of cadastral surveying, registration and access to cadastral data, oversight over the work carried out by sworn surveyors, in special cases – performance of surveying work, actions to raise the legal awareness of society as regards the protection of the boundaries of ownership rights.

In the option of institutional integration – also registrations of rights

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277

The currently maintained registers and maps have a number of defects; therefore, a transitory period is needed, during which the following tasks should be completed: -

selection of accumulated information (after defining the information range of the cadastre), verification of selected information (entering warnings for uncertain data) assigning the attributes of a public register to data sets.

During this period, entries are verified by the officials as they handle specific cases; such verification includes the examination of land and mortgage registers and their files, the examination of land registers and cadastral maps as well as of documentation of the state geodetic and cartographic resources (hereinafter referred to as resources), the removal of detected defects or their disclosure, making an entry in the cadastre (by way of a decision) and notification of the owner, and - in the case of obsolete content of Section 1 of the land and mortgage register – preparing documentation to correct the entries in the register and petitioning the court to correct the entry. The body which maintains the cadastre must have complete evidence documentation on the course of boundaries. Therefore, it is necessary to take over the subdivision and delimitation documentation gathered by the municipalities. Taking the significant value of geodetic and cartographic documentation into account, it should be entered into the computer system as quickly as possible. This will improve the verification of information and guarantee many entities equal access to the documentation, especially those that will have to use it as a result of institutional changes. 2.7.2 The concept of structure In light of constitutional provisions on equality before the law [Constitution, Art. 32] and the obligation to protect ownership rights [Constitution, Art. 21], focus should be placed on the unification of task performance by cadastral administration across the country. Bearing in mind the institutional solutions in the EU states, it was considered crucial to create a sector responsible for maintaining the cadastre, but also for implementing certain geodetic and cartographic tasks, within governmental administration.

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The analysis of the structure-forming factors [Nogalski, Klimek, 2014, pp. 153-154] MXVWLILHV the feasibility of setting up cadastral administration with the characteristics of non-integrated administration. The dimensions of the proposed structure are presented in table 12-2. Table 12-2. Dimensions of cadastral administration structure Dimension Configuration

Specialisations

Standardisation Centralisation

Description  two hierarchical levels,  level 1 - management range: close to the number of regional offices (6-8)  level 2 - management range (10-15): resulting from the number of sub-regional offices (approx. 80)  level 1 – coordination of the actions of cadastral administration, development of standards and norms, maintenance of the register of administrative borders of the state and provinces, interdepartmental cooperation, international cooperation, research and development of the maintenance system of the legal order of land, organisation of training, computerisation, and tasks related to surveying the country,  level 2 – coordination of actions performed by the basiclevel units, implementation and enforcement of standards and norms, identification of existing problems, keeping records of the administrative borders of districts and municipalities, cooperation with the district court, cooperation with other governmental bodies and local provincial governments, coordinating the implementation of new legal solutions, organisational and IT tasks, as well as certain tasks in the field of surveying the country  level 3 - keeping the cadastre, issuing certificates, sharing data, keeping a collection of cadastral files, checking work performance (also in the field), and in exceptional cases – surveying  high – standardisation of procedures, high-level repetitiveness and routine of actions, large number of technical standards.  level 1 – decisions on setting standards, procedural and technical norms, human resources decisions related to managements of organisational units, distribution of funds (budgets of organisational units), interinstitutional cooperation (interdepartmental arrangements).  level 2 – decisions on the implementation of standards and norms, post-control requests, human resources requests

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(with respect to managers of lower-level organisational units),  level 3 – other decisions, especially those related to the organisation of office work. Formalisation  high – a large number of standards of conduct (laws and regulations, guidelines, regulations) and regulated ways and means of intra-organisation communication. Source: [Nogalski, Klimek, 2014, p. 154]

The concept of structure is presented in Fig. 12-13.

Prime Minister

Head Office of Land Surveying and Cadastre Spatial Information Agency

Metrology and Standardization Institute

Regional Office of Land Surveying and Cadastre

SIA local branch

Sub-regional Cadastral Office

– – –

Commune Office Municipal Officee

subordination supervision access to data

County Office

Fig. 12-13. The structure of a segment of administration Source: based on [Nogalski, Klimek, 2014, p. 133]

The main body of this administration segment would be placed at the level of a member of the Council of 0LQLVWHUV (due to the prevalence of the institution of cadastre). It would then be able to ensure its proper functioning by using the metrology and standardisation institute, i.e. a unit devoted to broadly understood standardisation, grouping theoreticians and practitioners in the science of surveying and creating maps, who develop standards in this area. It should also supervise the Spatial Information

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Agency, i.e. an organisation which gathers and distributes (sells and purchases) spatial information (in the form of an economic task of the state), which acts in the area determined in the regulations on the spatial information infrastructure. 2.7.3. Sworn surveyor An indispensable element of this concept is the institution of a sworn surveyor, an important participant in the process of ownership rights transfer. The sworn surveyor has the sole right to establish the course of ownership boundaries and plot boundaries. In the scope of his rights, the sworn surveyor is a person of public trust and HQMR\V the protection granted to public officials. The actions taken by the sworn surveyor are official in nature. :KHQ taking actions, the sworn surveyor must ensure proper protection of the rights and legitimate interests of the parties and others for whom this action may have legal consequences. The competences of the sworn surveyor will cover the current competences of the municipal authorities. The institution of the sworn surveyor will definitely optimise the process of determining boundaries and subdividing lands through the removal of the local government administration from the process. 2.7.4 Managers of the land utility networks and other structures As part of the concept, the legislator imposes on some entities the obligation to keep records of their own structures. These entities will be obligated to indicate the location of the structures and bear all the consequences of any erroneous indication. They will also be obliged to promptly provide information in response to submitted queries (it is assumed that all the entities which are required to keep the records will do so in electronic form). In particular, such obligations should be imposed on the managers/owners of utilities networks. The role of the local government body should be reduced to keeping a register of entities that manage the structures in the area supervised by the body, which would enable the electronic sharing of requests for access to data. 2.7.5. Conclusion Cadastral administration, gathering and providing reliable information on land rights and boundaries of property rights, as well as the sworn

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surveyor - as an official who efficiently and honestly defines the limits of the law - acting hand-in-hand with land and mortgage register courts and notaries, will create a system of maintaining the legal order of land. The Institute of 0HWURORJ\ and Standardisation, made up of theoreticians and practitioners in the field of surveying and mapping science, will deal with broadly defined standardisation in this field. The Spatial Information Agency will implement tasks related to spatial information infrastructure, collecting, processing and releasing (for a fee or free of charge) information obtained through IT tools from public administration bodies, utilities network managers and any other spatial data collectors referred to in the EU Directive establishing the infrastructure for spatial information.

2.8. Introduction of changes The preparation of changes – development of specific organisational solutions, drafts of legal acts – and implementation of these changes should be handled by a Government Representative. He or she should be equipped with instruments enabling the implementation of these tasks and authority over regional implementation teams. 3UHOLPLQDU\ work should comprise: -

research with respect to institutional changes in the following countries: Slovakia, Czech Republic, Austria, and Germany. digitalisation of resource documentation and handing over paper documentation (except for “cadastre” documentation) to the state archive, recreation of detailed geodetic control networks used in boundary surveying and harmonisation thereof with the current system of spatial reference, transfer (to the extent appropriate) of digitalised documentation to utilities network providers, providing geodetic work contractors with access to digitalised documentation.

After reviewing the institutional solutions in other states, before starting legislative work, the following steps should be taken: -

the choice of either a one- or two-institutional variant, designing the most important processes involving the public administration,

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designing organisational structures, conducting an analysis of legal provisions and determining the impact of changes on the processes regulated by these laws.

3. Summary :KLOVW presenting the results of work carried out in line with the “By 3URFHVV To Structure” method, we show the potential for its practical application. Using this method will make it possible to find an answer to the question: to what extent, in regard to the tasks the state has today (in the example presented – in geodesy and cartography), should administration act and how should it be organised? The method enables one to find out how to refocus the actions of administration onto customers, and how to provide the business entities with the necessary data collected by the competent administration bodies or specialised business entities. The method makes it possible to use the principle of subsidiarity, in this case by transferring a series of administrative actions to the competent entities. It allows them to determine their liability. It also indicates how information should flow between the state institutions. The applied method allows one – already at the concept level – to hold productive discussions on institutional changes (understanding the processes in which state institutions are located provides decision makers, who are generally professional politicians, with the ability to make informed decisions). :H believe that the method sufficiently points to the necessity of preceding legislative work with development work on organisational SURMHFWV that would determine the place and role of institutions in state processes.

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